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篇名 組織演化的結構分析
卷期 19:2
並列篇名 A view of evolution approach of organizational structure
作者 柯文娟
頁次 043-080
關鍵字 組織演化變異選擇保留競逐organizational evolutionvariationselectionretentionstruggle
出刊日期 201306

中文摘要

社會環境變化快速,組織也必須隨著適應與調整,此即組織演化過程(即「變
異、選擇、保留、競逐」)。本文探討在組織結構上,組織的動態演化過程,從生物
學的演化理論,對組織結構內涵作系統性分析,以台灣各個社會局,尤其是台北市
政府社會局、新北市政府社會局、高雄市政府社會局三個案例,探討組織演化的系
络中,組織如何因應社會環境的變化:有哪些組織部門及組織行為在當初可能改
變,又後來選擇了哪些改變,保留了哪些原有的部分,並與其他機關團體相互競逐,
爭取社會資源與正當性。
本文採用文獻研究法,廣泛蒐集社會局之組織結構與功能變遷資訊。在台北市
政府社會局、新北市政府社會局、高雄市政府社會局三個主要案例中,本研究結果
認為,組織在面臨環境的衝擊與變化之時,必需快速適應及調整,表現出良好的組
織演化過程,方不致引發適應不良之情況。組織本身須能即時加以變異、做適當的
選擇與保留、並強有力地與其他機構團體競逐社會資源與正當性,以適應環境的需
要。

英文摘要

Environment changes quickly and organizational structure must changes
accordingly. This article takes the important content by organizational structure of
dynamic evolutionary process of context, and illustrates the evolutionary process with the
examples for the Bureau of Social Welfare, including the Bureau of Social Welfare of
Taipei City, and the Bureau of Social Welfare of New Taipei City, the Bureau of Social
Welfare of Kaohsiung City etc.
This research uses documentary research to collect information of the organizational
structure and function change, and highlights on how these organization has responded to
changes in social environment, such as changes in current routines and competencies and
organizational forms, and has chooses what to change, including whether to retain the
original part of organization, and struggle over resources and legitimacy.
Findings of this research are that due to new social environment which changing
dramatically the organizational evolutions of the Bureau of Social Welfare are quickly
adapt to new environment. This study suggests that receptive to the impact of internal
and external environment, the bureau should make good organizational evolution process.
Organization need to adapt and adjust quickly in real time, and make the appropriate
choice of the appropriate retention and struggle with other agencies over social resources
and legitimacy necessary for survival.

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