英文摘要
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Does ”administrative team” in the government sector belong to a ”reality” or ”rhetoric”? Actually, trust is a key element of the teamwork; political executives' mutual trust particularly makes a great impact on the interagency cooperation. Against this background, we are curious about the following questions: for those political executives, if it is easy and how to build trust in their relationships? What factors might potentially hinder the possibilities for building trust among them? The author firstly reviewed crucial related researches in the fields of public bureaucracy, and then concentrated on two issues as a way to analyze the data: the composition of political appointees, and the interaction between the political executives and career civil servants. According to our findings, it reveals that political executives' mutual trust can't be built on his or her way. Within the context of the public sector, political executives' activities of trust-building often confront challenges. In addition, interagency cooperation is multi-layer relationships; that is, political appointees not only have to deal with the trust between the horizontal relationships but also have to achieve consensus with their subordinates on the basis of the agency's aim. Hence, it is difficult for political appointees to avoid ”role conflicts”. When facing such dilemma, the so called ”administrative team” will become a political rhetoric if top elected politician can't exert administrative leadership well.
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