本文以組織社會學的制度邏輯觀點，作為探究國內「障礙就業服務場域」變遷，以及其中非營利身心障礙組織回應策略的理論基礎。首先，在場域層次的部分，本研究以職業重建服務系統的建構作為討論的主軸，依據次級資料與深度訪談的分析結果，將制度場域的變遷過程區分為三個主要的階段，分別是：福利服務時期(1980-1995)、制度建構時期(1996-2005)、以及系統轉型時期(2006-2015)。其次，在組織層次的部分，則進一步透過回顧兩家個案對象的發展歷程，說明傳統非營利身心障礙組織面對環境變化時，如何依據自身組織特質而提出相對應的行動策略。最後，本文亦試圖解釋的是，近年來備受關注的「社會企業」概念，是如何自該場域變遷的過程中浮現，其中的非營利組織又是如何實踐與認知所謂社會企業模式的轉型與發展策略。從而期待藉由上述的分析結果，提供國內身心障礙領域社會企業發展的初步觀察框架。 因此，本文在個案研究裡，以「伊甸社會福利基金會」與「喜憨兒社會福利基金會」作為主要的分析對象，結合場域變遷過程的討論，指出兩家成立於不同時期的非營利組織，在投入就業服務的動機層面上，皆為回應身障者社群的社會參與需求，產業化的目標則在於爭取足夠的服務資源以利組織的生存與發展。然而近年來，隨著公部門引進的經營管理邏輯，以及其與就業服務績效之間的連結，都再一次強化了第三部門內部日益激烈的資源競逐關係。故為了維持組織的競爭優勢，「社會企業」的概念模式，繼而成為他們用以回應環境變遷的轉型策略與發展目標。從而，本文最後嘗試說明的是，一種伴隨組織回應行動而浮現的社會發展邏輯，以及其所可能帶來的預期之外的影響後果。

文官體制為體現國家公權力的表徵，文官系統則為落實政策的團隊，面對現代政府複雜而多元的治理情境，考量文官結構中的「高階文官」位居銜接政務官與事務官的關鍵階層，同時肩負政治角色、管理角色與專業行政角色，對於國家公共政策績效影響甚鉅。是以，為提升我國高階文官核心職能，有必要探討現行高階文官法制，並做為未來擘劃「高階主管特別管理制度」的基礎。 為達成本研究之目的，本研究所處理的問題包含：現行各國高階文官法制及實施成果；他國實施高階文官專法之原因、做法和推動成果；我國訂定高階文官專法所選擇的制度邏輯與立法原因；而為達成我國訂定專法之目的，相關制度內容應如何設計？在專法制定與推動過程中，可能碰到哪些阻礙？又應如何解決？ 本研究運用文獻分析法，爬梳現行各國實施高階文官制度及高階文官專法的內容與情形，並歸納3項制度邏輯及相應的立法原因，進而提出6項高階文官專法的法制項目：法制編制、甄選任用、訓練發展、績效待遇、陞遷退離、政務－事務關係。此外，應用深度訪談法瞭解我國高階文官專法相關規劃人員、人事主管、高階文官，以及高階文官業務重要相關人員等對於我國高階文官制度的想像，從中勾勒出未來我國訂定高階文官專法的輪廓。 本研究運用前揭研究方法，歸納10項研究發現： 1.他國實施高階文官專法原因與作法歸納；2.高階文官制度邏輯決定立法原因與制度內容；3.臺灣高階文官專法主要是為創造合作文化；4.高階文官培養歷程應納入「職位制」思維；5.高階文官專法適用職務範圍仍未達成共識；6.高階主管職位開放遴用規範仍需細緻化；7.高階文官發展性訓練與人才庫應結合部分強制任用；8.應發展客觀並重視團體績效的考核方法；9.績效待遇結合績效管理計畫及契約任期制度；10.院際間對專法關鍵項目仍需協商以獲支持。 本研究對上開研究發現提出相應政策建議： 1.確認臺灣高階文官專法制度邏輯與立法原因；2.高階文官專法適用職務範圍分階段納入；3.小規模試辦高階主管職位開放制度；4.強化發展性訓練及人才庫之訓用連結；5.績效待遇機制結合績效管理計畫、6.建構院際合作機制以促進高階文官之政策溝通。 期望藉由本研究對高階文官制度及專法在理論面向與實務經驗的歸納與分析結果，對於未來我國規劃高階文官專法政策能夠略盡貢獻。 / The civil institution is an embodiment that government to exercise of public authority; the civil system is a team to implement their policies. When the modern government to face the complicated and pluralistic situation to govern, we must discuss the ability of our senior civil servant due to they are the key node to play three roles, including politics, management and administrative specific. The aim of this research is to gain a better understanding of the legal institution of Senior Civil Service（SCS）, and the results of this research would become a basic to legislate the Senior Executives Administration System in Taiwan. To achieve the goal of this study, there are some problems to deal with, such as the institutional logics and the legislative purposes; the other countries’ legislation and outcomes of SCS, and the reason why we choose to legislate the SCS and how to enact it. This research takes legal approach and using the Documentary Analysis to explore the results of the other countries to implement SCS, and this thesis distributed three institutional logics and the corresponding causes. Furthermore, there are six legislative subjects of SCS: 1. The system of staffing classification; 2. Recruitment; 3. Training & Development; 4. Performance Related Pay; 5. Promotion & Withdrawal; 6. Politics-Administration Relations. This study applies the in-depth interviews to realize and gather the opinions and suggestions of the important relevant persons how to consider the SCS. The interviewee such as the law-makers, the personnel leaders of the government, senior civil servants and councilors, etc. Conclusions were made based on the research results, and contributed 10 findings: 1.Summarizing the current institution of the nations have enacted the special norms of Senior civil servant ; 2. The Institution logics decides the legislative purposes and the context of act; 3.The main subject of SCS in Taiwan is mainly to create the collaboration culture in the civil system; 4.The development process of senior civil servant should take the thinking of “Position System” instead of “Career System”; 5.The range to implement SCS does not reach a consensus yet in Taiwan; 6.The prescript of the open recruitment is lack of the widely discussion; 7.The TOP（Take Off Program for Senior Civil Service） is inefficient the link between promotion and recruitment of SCS; 8.The skills of performance evaluation should consider highly of the performance of the group（or team）; 9.The Performance Related Pay（PRP）should combine the performance agreement and the terms of contract of SCS; 10.The Examination Yuan should to negotiate the core subjects of SCS between the different departments to get their supports. This research makes six policy suggestions to reach the conclusions above:1. To confirm the institution logics and legislative purposes of SCS in Taiwan;2. The range of open recruitment of SCS should enact with the different phase; 3. The open positions for external competitor could implement to specific positions in the beginning; 4. To improve the linkage of developmental training between promotion and recruitment; 5. The mechanism of performance pay should combine the plan of performance agreement; 6.To enhance the quality of collaborative mechanism of Intergovernmental Relations to advance the useful consensus of SCS in Taiwan.