代理型政策企业家与数字政府创新的可持续性——基于“政务中台”建设的多案例比较

Agency Oriented Policy Entrepreneurs and the Sustainability of Digital Government Innovation——A Comparative Study of Multiple Cases Based on the Construction of the Middle Platform

主要领导更替被视为影响政策创新存续的关键要素。近年来,各类以“一把手工程”形式推进的数字政府创新层出不穷。但在领导更替的情境下,同类型的数字政府创新却在不同地区呈现出差异化的可持续性样态。本文将受主要领导委托而负责创新项目落地的官员群体称为“代理型政策企业家”,并聚焦其在延续政策创新方面的行动空间,结合对三地“政务中台”建设实践的比较发现:在主要领导离任后,若代理型政策企业家群体能通过有效的行动策略优化新任领导和其他部门对于原有政策创新特定属性的感知,进而成功动员组织正式层面的资源和来自其他部门的非正式资源,原有政策创新将获得深化发展的空间;当代理型政策企业家成功动员了其他部门的非正式资源来填补由领导注意力转移而给原有政策创新带来的资源缺口时,即便未能让原有创新获得新任领导认同和动员组织正式层面的资源,原有创新依旧能够维持正常运作;当代理型政策企业家既未成功动员其他部门的非正式资源,也未获得组织正式层面的资源支持时,原有政策创新将难以为继。

Turnover in leadership is seen as a key factor affecting the sustainability of policy innovation. In recent years, various digital government innovations promoted in the form of "top tier projects" have emerged one after another. However, in the context of turnover in major leadership, the same type of digital government innovation exhibits differentiated sustainability patterns in different regions. This article refers to the group of of-ficials entrusted by the main leaders to be responsible for the implementation of innovation projects as policy entrepreneurs as agents, and focuses on their strategy space in continuing policy innovation. Based on a com-parison of the construction practices of the middle platform in three regions, the study finds that: After the main leaders leave office, if policy entrepreneurs as agents can optimize the perception of specific attributes of existing policy innovation by new leaders and other departments through effective action strategies, and successfully mobilize resources at the formal level of the organization and informal resources from other departments, exist-ing policy innovation will gain space for deepening development;When policy entrepreneurs successfully mobilize informal resources from other departments to fill the resource gap caused by the shift of leadership attention to existing policy innovation, even if they fail to gain recognition from new leaders and mobilize resources at the formal level of the organization, the original innovation can still maintain its operation;When policy entrepreneurs have not successfully mobilized informal resources from other departments or received formal resource support from the organization, their original policy innovation will be difficult to sustain.