社会杂志 ›› 2014, Vol. 34 ›› Issue (4): 187-209.

• 论文 • 上一篇    下一篇

“不完全合作”：NGO联合行动策略——以“5·12”汶川地震NGO联合救灾为例

作者1: 朱健刚 中山大学社会学与人类学学院； 作者2：赖伟军 中山大学中国公益慈善研究院   

  • 出版日期:2014-07-21 发布日期:2014-07-21
  • 通讯作者: 朱健刚，中山大学社会学与人类学学院，E-mail: zhujg@mail.sysu.edu.cn； E-mail:zhujg@mail.sysu.edu.cn；
  • 基金资助:
    本文的写作受到国家社科基金重点项目“社会建设背景下的社会组织管理创新研究”（12AZD027）的资助。

“Incomplete Collaboration”: The Strategy for Chinese NGO Alliance：Case Study of NGOs’ Joint Action during the Wenchuan Earthquake Relief

Author 1: ZHU Jiangang, School of Sociology and Anthropology, Sun Yat-sen University； Author 2: LAI Weijun, School of Philanthropy, Sun Yat-sen University   

  • Online:2014-07-21 Published:2014-07-21
  • Supported by:
    This paper was funded by the National Social Science Funding under the project of “Social Organization Regulation Innovation within the Background of Social Construction” （12AZD027）.

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摘要： 中国NGO的发展策略越来越引起广泛关注，本文以“5·12”汶川地震NGO联合救灾行动为例，着重探讨当前中国NGO联合行动的“不完全合作”问题。本文认为，不完全合作是NGO在面对内外部制度约束和组织限制条件下的主动策略性行动选择，具体策略机制表现为联合行动目标的自我约束、有限的组织参与和弹性的组织形式等三方面。NGO不完全合作策略的产生是由外部政治机会空间有限、组织关系网络的非正式性，以及组织合作意愿不完全等组织内外部因素的共同形塑而成。本文还指出，在当前整体限制性的制度环境下，正是这种不完全合作策略使得NGO联合救灾在面对各种挑战的情况下成为可能，但也因为合作的不完全性，使得联合行动难以持续。NGO进一步的持续合作还需要新的组织模式。

关键词: 行动策略, NGO, 合作, 不完全合作

Abstract: Since the 1990s’, Chinese NGO’s burgeoning development has attracted much attention from both the overseas and Chinese domestic academia, which shows a general shift of research focus from structural debates of the “StateNGO” relationships to exploration of NGOs’ specific action strategies. However, as one of the key phenomenon of Chinese NGOs’ growth and development, the issue of NGO collaboration has not been richly tapped on. Taking NGOs’ joint disaster relief action during the Wenchuan Earthquake as the study case, this research tends to explore the “incompleteness” of NGO collaboration in China. It is contended that incomplete collaboration is a subjectively selected action strategy by NGOs when faced with externally institutional and internally organizational limitations. The strategic mechanisms of NGO incomplete collaboration are demonstrated by selfconstrained joint action objects, organizations’ limited engagement in the alliances and flexible organizing forms of alliances. The incomplete collaboration is induced by limited political opportunities, informal NGO networks and incomplete corporative willingness of NGOs. The authors further point out that, within the general limited political environment of authoritarian China, it is this kind of incomplete collaboration that enables NGOs’ alliance during the disaster relief, which shows effectiveness of the action strategy. Meanwhile, because of its incompleteness, incomplete collaboration also leads to the fragility and weak internal control of NGO alliance, which shows the limitations of the action strategy. More stable and lasting NGOs’ corporation in the future calls for other collaborative models.

Key words: NGO, collaboration , action strategy, incomplete collaboration