本研究以溪洲部落拆遷政策變遷為個案研究，瞭解「代表性官僚」在實務上如何運作，以及他們在現實的政策環境中如何自處，藉由深入的探討來發掘「代表性官僚」的更多可能，讓他們發揮積極代表性的功能。研究方法以深度訪談為主，在不足處再佐以官方新聞稿及國內報紙新聞資料，進行5位受訪者，共計6次訪談，研究範圍自2007年9月至2011年5月止。 本研究結果發現，因個案牽涉層級太高，臺北縣原民局的行政決策空間有限，在個人因素方面，「代表性官僚與代表團體間擁有共享的價值觀與信念」、「代表性官僚改變政策標的之行為」、「代表性官僚本身對其代表性的認同程度」等對代表性官僚的決策與執行有影響；在結構因素中「行政裁量權的多寡」與「外在政治環境」對代表性官僚的決策與執行有影響，較具體是反映在專業與資源不足、社會運動蓬勃、媒體與政治力介入、學者專家介入等因素。除了上述的影響因素之外，本研究亦發現不同行政人員的信仰、生活經歷、工作經歷等亦會影響行政人員處理相關事務的態度。此外，研究發現認為原住民族身分的行政人員如與政策標的屬於同一族群，則較能發揮文化、語言等優勢進行溝通協調工作，而原民住族在有困難時，也會習慣向自己的原民行政體系尋求協助，顯見「代表性官僚」的存在有其功能。但值得一提的是，非原住民族的行政人員也能夠透過與族人的長期互動來獲得族人的認同，因此，從處理原住民族事務的觀點來看，不論行政人員是否屬於原住民族，培養「原民意識」皆是必須的。 此外，本研究建議：第一，原民體系應增加人力與專業等資源，在政策推動上爭取主導權，避免成為自我限縮的官僚；第二，處理原住民族事務需要「原民意識」的培養，增加行政人員的內在動力；第三，為因應愈來愈多的都市原住民人口，中央原民會應主動進行全盤的政策規劃和立法相關準備工作，讓原住民族的利益能夠獲得立法保障，減少政黨輪替所帶來的影響，最後應有原住民族公共利益的產生制度，並增加族人對於原住民族代表性官僚的課責管道，以回應政策需求。 / This study is a case study about the relocation policy negotiation with Shijou Tribe, in order to understand how "Representative Bureaucracy" works in practice, as well as the real policy environment, and to discover the "representative bureaucracy" more likely to enable them to play an active representative functional . the main research method is in-depth interviews, the five respondents, a total of six interviews, and then combined with the official press releases and newspapers from September 2007 to May 2011 only. The study found that because the case involves high-level, Council of Indigenous Peoples Bureau, Taipei County executive decision-making space is limited. In personal factors, "between representative bureaucrats and representative groups with shared values and beliefs," "representative bureaucrats to change its policy subject of conduct "," representative bureaucracy itself, the recognition of their representative, " influence representative bureaucrats on the decision-making and implementation. In the structure factors, "the amount of administrative discretion" and "external political environment" influence representative bureaucrats on decision-making and implementation, more specifically reflected in the lack of expertise and resources, social movements, media and political forces involved, scholars expert intervention. Except the above factors, the study also found that the administrative staff of different beliefs, life experiences, work experience and other administrative staff will also affect the attitude of dealing with relevant affairs. In addition, the study found that Aboriginal identity and policy underlying executive officer of the same ethnic group, are more able to play culture, language and other advantages of communication and coordination, and the original people also used to their own administrative systems of Indigenous Peoples for assistance, which shows that the existence of "representative bureaucracy" has its functions. But it is worth mentioning that non-Aboriginal executives can also via the long-term interaction with the tribe to get the tribe recognized, therefore, deal with Aboriginal affairs from the point of view, regardless of whether they are Aboriginal administrative staff, developing a "sense of the original people" are necessary. In the end, this study suggests that the original system should increase professional ability and other resources, to avoid becoming a self-limited reduction of bureaucracy; In addition, increase administrative personnel intrinsic motivation; Finally, in response to an increasing number of urban Aboriginal population, Council of Indigenous Peoples, Executive Yuan should adjust overall policy planning and legislation related to preparatory work for the interests of indigenous peoples to obtain legislative protection, reducing the impact of politics. On the other hand, indigenous peoples should have the system for the public interest and increase the representative bureaucrats accountability.