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Apr.2009,Volume6,No.2(SerialNo.45)JournalofUS-ChinaPublicAdministration,ISSN1548-6591,USA23PAMIAD∗510275PublicAffairsManagementOstromInstitutionalAnalysisandDevelopmentPAMIAD30publicadministration70publicaffairs[1]80[2]90[1][3][4][5][6]∗【】1955-1983-PAMIAD24[7][8][9]PublicAffairsManagementPAM[10]InstitutionalAnalysisandDevelopment,IAD[11][12][13][14]-[15]accountabilityholderaccountabilityholdee1[16]1PAMPAMPAMIAD25[17][18]PAMIADPAM[19][20][21][22]ColemanPutnam[23]FukuyamaFukuyama[18]PutnamInglehartPAM1.2.rule-in-usePAMIAD26rule-in-form3.PAM1[24]1PAM1[25]IADIAD2[25]1.2.3.4.5.6.7.IAD[26]PAMIAD272IAD[11]1.2.12[21]3.4.5.6.PAMIAD28[27]2IADPAM⁄⁄⁄⁄⁄PAMIADrule-in-use[28]PAMIAD[1].MPA[J].CPA20087120-125.[2].[M].2001.[3]Denhardt,R.B.&Denhardt,J.V.(2000).Thenewpublicservice:Servingratherthansteering.PublicAdministrationReview,60(6),549-559.[4].(2007).——[EB/OL].(2009-03-29).http//[5].[J].200731488-101.[6].[EB/OL].(2009-03-26).[7].[J].2006331-33.PAMIAD29[8].[M].2005.[9].(2007).——[EB/OL].(2009-03-29).[10].[M].2006.[11]Ostrom,E.(2005).Understandinginstitutionaldiversity.Princeton:PrincetonUniversityPress.[12].邁際論論論論[M].2007.[13].[C]//.2007.[14].(2008).[C]//2008.2008.[15].[M].2007.[16].[C]//.2003.[17].[M].2002.[18].[M].2004.[19]Inglehart,R.(1990).Cultureshiftinadvancedindustrialsociety.NewJersey:PrincetonUniversityPress.[20].[M].2007.[21].[M].2007.[22].[J].灣學2006102101-147.[23].SocialCapital[J].2003425139-163.[24].[C]//.2007.[25].PAM1-5[EB/OL].(2009-03-12).[26]Ostrom,E.(2007).Institutionalrationalchoice:Anassessmentoftheinstitutionalanalysisanddevelopmentframework.In:P.A.Sabatier.(Eds.).Theoriesofthepolicyprocess(2nded.).Boulder,Colorado:WestviewPress,21-64.[27].[J].2006591223-30.[28].[J].200722111-147.Anexaminationofconditionsforaccountabilityandtrans-spheregovernanceandinstitutionalconstructioninTaiwan:ThePAMandIADperspectivesWANGMing-shen,CHIUChing-jungAbstract:Inordertoshareresourcesandcomplementinadequacy,localgovernmentsformarelationshipofhorizontalcollaboration,whichhoweverhasoftenbeendamagedbysectionalism,contradictionofpartisanpositions,andlackoftrust.TheauthorshavethusdevelopedaframeworkofPublicAffairsManagement(PAM),whichcorrelatestotheframeworkofInstitutionalAnalysisandDevelopment(IAD)inmanyaspects,basedonjudgmentanddecision-makingtheories,regionalanalysis,projectanalysis,andpolicyanalysisofpublicaffairsintheU.S.andEurope,andtheirexperiencesincitymarketinginKaohsiung,Taiwanfrom1991to1998,theobservationonindividualcognitionandgroupbehaviorfromvarioussocialperspectives,andsocialconditionswhichactastheplatformofthewholesystem.ThispaperaimstointegrateperspectivesofPAMandIADinordertoexamineconditionsforaccountabilityandtrans-spheregovernanceandinstitutionalconstructioninTaiwan.Keywords:accountability;partnership;trans-spheregovernance;frameworkofPublicAffairsManagement(PAM);frameworkofInstitutionalAnalysisandDevelopment(IAD)AmandaandLily