組織控制為策略執行的關鍵因素，普遍研究證明控制與績效間存在著密切關係；過去政府組織控制的研究與控制系統的建構，大多偏重在控制的過程與結果，卻忽略了控制前提因素；注重制度面的過程與成果的控制方式，卻忽略了社會控制之情感互動及知識分享所發揮的力量，近年來已逐漸為研究者重視的議題。本文從資源貢獻觀點，探討政府部門控制前提與控制方式的關係。研究發現：控制的重要前提包括所有權基礎資源貢獻及知識基礎資源貢獻，而所有權基礎資源貢獻適合採行成果控制，知識基礎資源貢獻對成果控制、過程控制與社會控制都具有顯著影響效果。以上研究結果擴大了政府組織控制理論研究的範圍，在實務控制系統設計與應用上具有參考的價值。

Organizational control is regarded as a key component of strategy implementation. Research has confirmed that control and performance are deeply correlated. In the past, the majority of research on governmental organizational control and the establishment of the control system focused on the process and output of the control, while neglecting its antecedents; most researchers examined the effect of control modes on the process and the output of the system itself, ignoring the power of emotional interaction and knowledge-sharing in social control, which has been increasingly valued by researchers in recent years. This thesis, adopting the perspective of resource contribution, discusses the relationship between control antecedents and control modes. The research finds that the vital antecedents of control include property-based resource contribution and knowledge-based resource contribution. Property-based resource contribution matches output control while knowledge-based resource contribution demonstrates a significant influence on output control, process control and social control. The results of the research enlarge the research scope of control theories in governmental organizations, providing a valuable reference for the design and applications of practical control systems.