網絡為一種特殊形式的關係（relations），連結了特定人、事、物，每一種特殊連結關係均揭示了一種特定網絡結構的存在，人或組織在此種緊密關係連結的網絡結構中佔有一定的位置，扮演一定的角色，由此而觀之，不論自個人之社會角色，或組織之法人角色觀察，在流動的環境中，充滿了錯綜複雜，重疊又分離，各式各樣、形形色色的網絡結構，其中可是互助的關係，依賴的共生關係，或是剝削的關係。另一方面，不論是何種形式的網絡結構關係，均是某種形式的組織關係，從網絡的面向出發，我們觀察到的是一個無限寬廣動態的世界，人、事、物不再是單一、孤絕的，靜態的單位，而是流動的角色。作為組織理論一課的延伸課程我們所要探討的就是這組織的網絡世界。
以往，吾人習慣以單一的組織為分析、觀察的對象，分析其組織結構的特性，具備的功能，人員的安排與獎懲，和其病態。現在，我們已將觀察的觸角伸向複雜的世界。我們可將分析的重點定於兩個面向：一. 多個組織間的互動關係；二. 特定政策領域內的組織網絡關係‧以下茲引 Laumann and Knoke(1987)之論點以供參考：
“The active participants in a policy domain include all consequential organizations that have responsibility for directing, coordinating, or otherwise controlling the creation and distribution of domain values (symbolic or material) pertaining to the subsystem’s primary function or to related externalities that are thereby engendered.”
政策是在組織網絡中形成、執行、與修正。在資訊科技的衝擊下，現在己是資訊化社會下的網絡社會，個人及組織早已身在糾結的網絡之中。更重要的是，自新公共管理浪潮興起之後，傳統的政府職能己面臨革命性的變化與挑戰，其中最明顯的是政府無法掌握所有的資源，政府祗是組織網絡中的一員而已。因此，網絡中的運作及管理方式，將具有決定性的力量。
這門課設計的主旨即是：讓我們共同探索政策領域中的組織網絡世界。The network is a special form of relationships that connect specific people, things, and things. Each special connection reveals the existence of a specific network structure. People or organizations occupy a certain position and play a certain role in this closely linked network structure. In this way, regardless of the individual's social role or the organization's legal role, it is full of miscellaneous, complicated, and separated, and various network structures, including mutual assistance, symbiotic relationships, or broken relationships. On the other hand, no matter what form of network structure relationship, it is a certain form of organization relationship. From the perspective of the network, what we see is an infinitely wide and dynamic world, people, things, and things are no longer single, lonely, static units, but mobile roles. As an extension of the organizational theory course, what we want to explore is the network world of this organization.
In the past, we were accustomed to use a single organization as the object of analysis and observation, analyzing the characteristics of its organizational structure, its functions, personnel arrangements and awards, and their conditions. Now, we have extended the viewing touch to the complex world. We can set the focus of our analysis to two aspects: one. Interaction between multiple organizations; two. Organizational network relationships within specific policy areas‧The following points of Laumann and Knoke (1987) are for reference:
“The active participants in a policy domain include all consequential organizations that have responsibility for directing, coordinating, or otherwise controlling the creation and distribution of domain values (symbolic or material) pertaining to the subsystem’s primary function or to related externalities that are thereby engendered.”
Policies are formed, implemented, and revised in the organizational network. Under the influence of information technology, it is now a network society under the information society, and individuals and organizations have long been in the confusing network. More importantly, since the rise of the wave of public management, traditional government responsibilities have faced revolutionary changes and challenges. The most obvious of which is that the government cannot grasp all resources, and the government is just a member of the organization network. Therefore, the operation and management methods in the network will have a decisive power.
The theme of this course design is: to allow us to jointly explore the organizational network world in the policy field.
1.Knoke, David and James H. Kuklinski. 1982.
Network Analysis. Beverly Hills: Sage Publications.
2.Kickert, Walter J.M., Erik-Hans Klijn and Joop F.M. Koppenjan. Eds. 1997.
Managinhg Complex Network.
Thousand Oaks, CA: Sage Publications.
3.Scott, W. Richard and Gerald F. Davis. 2007.
Organizations and Organizing: Rational, Natural and Open System Perspectives. NJ: Pearson Education International. Chapter 11.
4.Pfeffer, Jeffrey and Gerald R,Salancik. 2003.
The External Control of Organizations: A Resource Dependence Perspective. Standford, CA: Standford University Press.
1.Knoke, David and James H. Kuklinski. 1982.
Network Analysis. Beverly Hills: Sage Publications.
2.Kickert, Walter J.M., Erik-Hans Klijn and Joop F.M. Koppenjan. Eds. 1997.
Managinhg Complex Network.
Thousand Oaks, CA: Sage Publications.
3.Scott, W. Richard and Gerald F. Davis. 2007.
Organizations and Organizing: Rational, Natural and Open System Perspectives. NJ: Pearson Education International. Chapter 11.
4.Pfeffer, Jeffrey and Gerald R,Salancik. 2003.
The External Control of Organizations: A Resource Dependence Perspective. Standford, CA: Standford University Press.
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