本研究旨在探討當代民主治理中的一個核心弔詭，為何具備公共服務動機(PSM)，且被賦予制度裁量權的官僚，仍選擇不作為？此現象不僅體現當代治理中的賦權弔詭，更深層地折射出課責弔詭的結構性困境。為解釋此困境，本研究建構並檢驗一個整合性分析模式，探討官僚回應性如何於內在PSM驅動、外在知覺風險評估，以及制度性裁量權認知三者之間進行動態權衡與調適。本研究採用序列解釋性混合研究設計，旨在透過質性資料詮釋量化統計之因果機制。量化部分以臺灣政府文官調查其中306位直轄市政府官僚的問卷資料為基礎，運用多元迴歸分析檢驗變項之間的關係。質性部分則透過深度訪談，詮釋量化結果背後的因果機制與組織脈絡。選擇以直轄市政府官僚為主要研究對象，係基於理論與實務考量直接面對民眾的日常訴求、抗議與情緒，相較於中央單位的抽象規劃，其風險認知、裁量權行使及回應的即時性與感受度可能高於中央政府官僚。
本研究實證結果，官僚的PSM、知覺風險與裁量權認知，均是驅動回應性的正向因素。其中，知覺風險在官僚決策中扮演弔詭的雙重角色，其不僅係將PSM轉化為回應行為的中介因素；在課責文化下，則質變為削弱賦權成效的抑制因素。基於實證發現，本研究建構「官僚回應性風險調適模型」，主張官僚並非被動的規則執行者，而是在懲罰性課責文化下，持續權衡由PSM所驅動之「任務導向風險」，以及由組織究責壓力所引發之「職涯導向風險」的理性調適者。此一整合性理論框架，不僅深化對官僚決策心理機制之解釋，亦為官僚應如何從傳統的控制思維轉向賦能思維，藉由形塑支持性的風險治理文化以提升實質回應性，提供實務意涵 。

This study aims to explore a core paradox in contemporary democratic governance: why do bureaucrats with public service motivation (PSM) and institutional discretion still choose inaction? This phenomenon not only reflects the empowerment paradox in contemporary governance but also deeply reflects the structural dilemma of the accountability paradox. To explain this dilemma, this study constructs and tests an integrative analytical model to explore how bureaucratic responsiveness dynamically balances and adjusts among internal PSM drivers, external perceived risk assessment, and perception of institutional discretion. This study employs a sequential interpretive mixed research design, aiming to interpret the causal mechanisms of quantitative statistics through qualitative data. The quantitative part is based on questionnaire data from a survey of 306 bureaucrats in the municipalities of Taiwan, using multiple regression analysis to examine the relationships between variables. The qualitative part uses in-depth interviews to interpret the causal mechanisms and organizational context behind the quantitative results. The choice of municipal government bureaucrats as the main research subjects is based on theoretical and practical considerations. They directly face the daily demands, protests, and emotions of the public. Compared with the abstract planning of central government units, their risk perception, exercise of discretion, and the immediacy and perceptibility of their responses may be higher than those of central government bureaucrats.
The empirical results of this study show that bureaucrats' PSM, perceived risk, and discretionary power perception are all positive factors driving responsiveness. Among these, perceived risk plays a paradoxical dual role in bureaucratic decision-making: it not only mediates the transformation of PSM into responsive behavior, but also, under an accountability culture, becomes an inhibitory factor weakening the effectiveness of empowerment. Based on these empirical findings, this study constructs a "bureaucratic responsiveness risk adjustment model," arguing that bureaucrats are not passive rule enforcers, but rather rational adjusters who continuously weigh "task-oriented risks" driven by PSM and "career-oriented risks" caused by organizational accountability pressure under a punitive accountability culture. This integrative theoretical framework not only deepens the explanation of the psychological mechanisms of bureaucratic decision-making but also provides practical implications for how bureaucrats should shift from traditional control thinking to empowerment thinking, thereby enhancing substantive responsiveness by shaping a supportive risk governance culture.

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