协调部际关系、促进部门之间协同高效运作一直是中国中央政府机构改革的重要目标。然而，历次改革措施都没有完全达到推进部门协作的预期目标。因此，本研究试图解决的现实问题是：中央政府部门协作何以达成。这一现实问题转化为理论问题是：在具体情境中，除了正式制度外，影响科层组织科与科横向协作的因素还有哪些？这些因素的影响机制是什么？这些问题回应了学术界重新发现科层制的研究议程。研究在回顾已有研究的基础上，提出理论命题：中国中央政府是在非政治行政二分的体系下，嵌入了社会关系中的科层组织。这意味着中国中央政府部门的运作受到理性组织逻辑、政治协调逻辑和非正式组织三重逻辑的共同影响。基于这一理论命题，本研究提出三组有待验证的假设，分别考察了权责交叉、议事协调制度和首长个人关系对部门协作行为的影响效果及其相互关系。基于中央政府部门协作关系网络的单网描述性统计，进一步证实了正式制度调整对于部门协作行为只有短期作用，政府部门长期行为则呈现出自组织性。为了考察不同网络之间的相互关系，本研究运用二次指派过程回归（QAP regression）分析技术，构造了多组网络间回归方程，定量分析了部门权责交叉关系、议事协调制度与首长个人关系对于部门协作关系的影响及其相互之间的调节效应。在定量研究的基础上，本研究又以科学道德与学风建设领域的政府部门协作为案例，运用田野观察和深度访谈资料，通过最相似体系设计，进一步阐释了议事协调制度和首长个人关系对于政府部门协作的作用效果与作用机制。定量研究与定性研究共同表明：（1）中国中央政府是一个嵌入非正式结构的理性组织，部门间的协作行为既受到成文规范所界定的部门权责的影响，也受到部际协调制度和非正式组织的影响；（2）部际协调制度和非正式组织调节了正式制度对于部门间协作行为的影响。具体而言，部际协调制度和非正式组织都强化了权责交叉促进部门间协作的程度。换言之，在存在正式制度空间的情况下，同在一个部级协调制度中或首长具有较强的社会资本连结将导致更强的部门间协作；（3）部际协调制度之所以能够发挥作用，是因为将横向协作为题转化成为了纵向控制问题，遵循的是自上而下的权威协调逻辑；（4）基于同事关系形成的首长个人连结能够促进部门协作，但是基于同乡关系的首长个人连结对部门间的横向协作没有显著影响，而基于同学校友关系的首长个人连结对部门间协作的影响并不稳定。

It has been an important goal of the reform of China's central government institution to coordinate inter-department relation and promote efficient cooperation among departments. However, all previous reform measures have not fully achieved the expected goal of promoting the collaboration of departments, regardless of reducing the management level or reducing the number of departments. The efforts to adjust the organizational boundaries are not obvious, which means that, apart from the formal institutional arrangement, there are other factors affecting the collaborative behavior of China's central government departments. Therefore, the practical problem that this study seeks to solve is how to achieve collaboration among the central government departments. From the theoretical perspective, it means that in specific contexts, what are the factors that influence the horizontal collaboration between departments and departments in a bureaucratic organization? What are the influencing mechanisms of these factors? These questions have responded to a new research agenda in the field of academy: rediscovery of the bureaucracy. On the basis of previous studies, this study proposes the following theoretical proposition: under the context of non-politics-administration dichotomy, China's central government is a rational organization that embedded in social relations. This means that the behavior of China's central government departments is jointly influenced by three logics, respectively, the logic of rational organization, the logic of political coordination and the logic of informal organization. This study, based on this theoretical proposition, puts forward three sets of hypotheses to be verified to investigate the influence and interrelation the ministerial-level coordination system and the personal relation of the ministers on the department's collaborative behavior. In order to verify the hypothesis above, this study, based on the 8879 joint issued document of the central government department from 2003 to 2012, first constructs the central government collaboration network from 2003 to 2012 with 14183 dyads. Then based on written rules of 119 departments, this study uses text similarity calculation to construct the network of the authority and responsibility overlapping with 3493 dyads. Based on the public archive of the 150 small leadership groups and the inter-department joint meetings, this study constructs a network of ministerial-level coordination with 869 dyads. Finally, based on the personal resumes of heads from 133 departments, this study constructed an inter-person relation network of heads in departments with 527 dyads.This study carries out analysis on the node centrality and network density, network centrality, subgroup number of network aggregation and the degree distribution of the network, to further confirm that the adjustment of formal institutional has only short-term effect on the collaborative behavior among departments, and the long-term behavior of the government departments is self-organized, from which it can be drawn that apart from the boundaries of authority and responsibility, the collaborative behavior among departments is bound to be influenced by other factors. In order to investigate the relation among different networks, from the perspective of structuralism, this study uses the analysis method of QAP regression to conduct multiple groups of regression equations among networks and to quantitatively make an analysis on influence and interrelation of cross system between network of the authority and responsibility overlapping, a network of ministerial-level coordination and an inter-person relation network of heads in departments on the department's collaborative behavior. On the basis of quantitative research, taking the collaboration of government departments in the field of scientific ethics as a case, this study uses the field observation and deep interview data to further explain the effect and mechanism of the negotiation system and the personal relation of the head on the collaboration of the government departments through the design of the most similar institution.Both the quantitative and the qualitative research together show that: (1) the China's central government is a rational organization embedded in the informal structure. The collaboration among departments is influenced not only by the authority and responsibility of department, but also by the inter-ministerial collaborative system and the informal organization. (2) The inter-department collaboration and informal organizations modify the impact of formal institutions on inter-department collaboration. In other words, under the existence of formal institutional space, an inter-department collaboration system or heads with strong social capital link will lead to stronger collaboration among departments. (3) The reason why the inter-department collaboration system can play its role is to transform the horizontal collaboration into the vertical control, which follows the authority collaboration logic from top to bottom, not the organizational field of the inter-department communication formed by the inter-department collaboration system, and the equal relation in the organization field does not promote the achievement of the collaborative behavior among departments. (4) The personal connections of heads based on colleague relation can promote the collaboration among department. However, there is no significant influence on the horizontal collaboration among the departments based on the personal connections of heads from the native relations. In addition, the impact of personal connections of heads on the inter-department collaboration, based on the relation of students and alumnus is not stable.