Human society in the 21st century, population pressures brought about by globalization, the unequal distribution of environmental hazards, and a variety of public issues become not by the traditional government alone; has been, non-governmental organization (NGO) in the global the role in a variety of topics, are the key to lead the relationship between state and society in the discussions of civil society and international governance, the NGO has become increasingly critical, even in order to achieve democracy, with human rights, a indicators. After 1978, the Communist Party power succession by designated has passed three generations. 2012, mainland China's power struggle with severe economic test can reveal the opportunity for Chinese mainland state machine transition is not yet known; But no matter how, recalling the moment in 2008, it was a in the north hosting the Olympic Games to the international community show the elements of national power, surprisingly actually first in the Southern earthquake relief shown. The Corporatism defined the mode of interdependence between the NGOs and the government is built on the concept of exchange, of which the most important connotation is the country's laws, institutions and regulations; the organization can not just exist with its own objectives and efficiency relevant professional space must comply with the external specification, which includes the cultural system, moral values. National units the role of classification screening system for the development of mainland China NGO, the NGO in the process of development, whether it can have more than "Legitimacy" is even more important.

High magnitude earthquakes have devastating effects that leads to severe human and material losses; when affecting concrete gravity dams, seisms devastate the surrounding habitat through sudden release of reservoir. Dam safety is therefore a significant issue to be accounted in order to prevent the failure of dams located in seismic regions. The Baozhusi dam, the case study of this thesis, was exposed to 8.0 Ms (at the Mercalli scale) Wenchuan earthquake 2008 with intensity of (0.148 g) at the dam site. The earthquake intensity exceeded the design level of the dam (0.1 g); yet, the Baozhusi dam was not severely damaged as showed by tests. The present study case is a modeling and analyzing of the dynamical behavior of the Baozhusi dam during the earthquake duration. The results show that the horizontal component of the ground motion predominate the dynamic response of the dam. It is confirmed that the horizontal component of the ground motion crossed the dam at its axis and therefore minimizing the damages on the concrete gravity dam.

The aim of this thesis is to investigate the Chinese government’s disaster response over the past two decades, analyze any patterns or recurring management behaviors, and understand the government’s overall emergency response capability. Disaster response is one area that reflects the Chinese Communist Party’s ability to govern and exhibit performance legitimacy. As an authoritarian regime, the CCP relies on repression and performance to maintain its authority, especially so when national disasters occur. During times of crisis, the CCP is expected to maintain control and minimize potentially negative consequences. Not doing so results in a potential image crisis and loss of legitimacy. The cases studied in this thesis were the 2005 Songhua River benzene spill, the 2008 winter storms, the 2008 Wenchuan earthquake, the 2015 Tianjin warehouse explosions, and the 2016 June and July floods. The 2008 Wenchuan earthquake was the deadliest disaster in a generation and provides the most thorough example to investigate China’s government disaster response capabilities. Two of these crises were industrial chemical accidents near or in major Chinese cities. The remaining two were weather disasters spread over a large area that required a far-reaching and coordinated government response across multiple provinces. Each of these sets displays a type of national disaster that China experiences regularly. In conclusion, the investigation makes two conclusions about the government’s disaster response capabilities. First, the central government is able to make extensive use of its overall authority and hierarchical structure to mobilize state resources on a massive scale. This includes the CCP’s control of the People’s Liberation Army and state emergency personnel, the government’s economic authority to impose immediate regulatory measures, and ability to gather and distribute physical resources. Second, the CCP seeks to avert an image crisis to maintain a veneer of performance legitimacy. Two common tactics are repressing investigative journalism and jailing critics while molding an image of a paternalistic and protecting state through compassionate moral performance. However, the necessity for this last conclusions hints at why such practices are necessary in the first place. The CCP’s rush for economic growth, lack of accountability, and propensity for corruption among other things are the very factors that have allowed disasters to become crises. Extreme measures are necessitated because the system the Party has built is prone to crisis. Without fundamental change, the CCP will continue facing such crises in the foreseeable future.

本文以2008年汶川地震與2013年雅安地震為例，探究中國大陸國家與社會關係的變遷，一方面，剖析政府如何建立救災體系及管理社會組織，另一方面，剖析社會組織如何以聯合行動投入災難救援。學理層面，以「統合主義」與「資源動員理論」為基礎；實務層面，汶川地震救災時期選取「NGO四川救災聯合辦公室」、「四川512民間救助服務中心」為研究案例，雅安地震救災時期選取「深圳壹基金公益基金會」、「四川尚明公益發展研究中心」與「NGO備災中心」為研究案例，透過比較研究方式，探討國家結構與社會行動間的轉變。本文認為中國大陸社會組織類型除「官辦組織」（Government Organized Non-Governmental Organization，簡稱GONGO）與「非政府組織」（Non-Governmental Organization，簡稱NGO）外，存在另一社會組織類型領導及處理合法性與聯合性問題，即本文自行界定的「社會聚合型組織」（Society Congregated Non-Governmental Organization，簡稱SCNGO），期以提供新的研究角度。 / This article focuses on the transition of relationship between state and society from Wenchuan earthquake to Yaan earthquake in China. On the one hand, it analyses the government how to build disaster rescue system and manage social organization. On the other hand, it analyses social organization s how to rescue by collective action. The basis of theory is Corporatism and Resource Mobilization Theory. The case study of Wenchuan earthquake is NGO Sichuan Relief Joint Office and Sichuan 512 NGO Services Center. The case study of Yaan earthquake is One Foundation, Sichuan Shang Ming Social Development Research Center and NGO Disaster Preparedness Center. Through comparative study, it explores the transformation of state structures and social action. The type of social organization in China is Government Organized Non-Governmental Organization(GONGO) and Non-Governmental Organization (NGO). The author argues that there is another type of NGO that deal with organizational legality and collective action, and it names “Society Congregated Non-Governmental Organization(SCNGO). ” It wants to provide a new perspective.

Indiana University-Purdue University Indianapolis (IUPUI) / In 2008, grassroots NGOs formed 13 alliances in response to the need for emergency relief and post-disaster recovery after the Sichuan Earthquake that occurred in West China and killed approximately 87,000 people. These alliances served to raise and deliver relief materials, train and supervise volunteers, promote information sharing, and assist victims with mental health and livelihood recovery. However, all alliances were terminated within less than four years. Although plenty of scholarship discusses how corporate alliances evolve or fail, few studies focus on interorganizational collaboration among nonprofits. To explore how NGOs developed collective actions in China’s adverse sociopolitical environment, the author performed three years of observation in four coalitions and interviewed 60 alliance leaders, employees, and volunteers. This paper identifies four types of termination these NGO alliances experienced: three of them failed at their very births, five self-disbanded shortly after the end of emergency aid, three dissolved due to failed institutionalization, and the remaining two evolved into independent organizations. Tracking their life cycles, this study finds four main factors accountable for their terminations: political pressure, funding shortage, short-term orientation, and leadership failure. In particular, the repressive NGO regulation regime and limited funding sources fundamentally restricted all alliances’ capacity and sustainability. Further, the transient nature of disaster relief efforts and the conflict between disaster management and planned work areas contributed to the short-term orientation among alliance members and, thus, led to the closure of some alliances shortly after they provided emergency relief. In addition, though generally exempt from internal rivalry that often undermines inter-firm partnerships, NGO alliances of all types were confronted with leadership challenges—partner misfits concerning resources, strategy, and mission; flawed governing structures, and undesired individual leadership. The four factors interplayed and led to alliance dissolution through different combinations. The paper points out that, in addition to environmental uncertainty, leadership failure has become a major challenge for nonprofit collaborations.