市域产教联合体多元主体协作的现实困境与发展路向OACHSSCD
Realistic Dilemmas and Development Pathways for Multi-Stakeholder Cooperation in the Municipal Industry-Education Consortium
市域产教联合体作为承载职业教育与区域产业深度融合功能的核心组织形态,旨在通过构建政府部门、职业院校、产业园区、行业企业、科研院所等多元主体的协同治理机制,以应对产教融合浅表化、资源配置碎片化、人才供给与产业需求结构性错配等系统性挑战.现实中的多元主体协作普遍面临"象征性合作""投机性参与"等集体行动困境,严重制约了市域产教联合体的实际效能.以奥斯特罗姆的制度分析与发展框架为理论基础,聚焦于市域产教联合体多元主体协作的具体实践,构建"情境-行动-规则"三维分析框架,系统剖析当前协作困境的形成机理,进而从优化行动情境、明晰主体角色、完善制度规则等方面提出推动多元协作深化的可行路径.
As a core organizational form that facilitates the deep integration of vocational education and regional industries,the municipal industry-education consortium aims to establish a collaborative governance mechanism involving multiple stakeholders such as the government,vocational institu-tions,industrial parks,enterprises,and research institutes.This mechanism seeks to address systemic challenges including superficial industry-education integration,fragmented resource allocation,and structural mismatches between talent supply and industrial demands.However,in practice,multi-stake-holder collaboration often encounters collective action dilemmas such as"symbolic cooperation"and"opportunistic participation",which severely con-strain the consortium's operational effectiveness.Grounded in Ostrom's Institutional Analysis and Development framework,this study focuses on the prac-tical collaboration among multiple stakeholders within municipal industry-education consortia.It constructs a three-dimensional"context-action-rules"analytical framework to systematically examine the formation mechanisms of current collaboration dilemmas.Furthermore,it proposes feasible pathways to deepen multi-stakeholder collaboration by optimizing the action context,clarifying the roles of stakeholders,and improving institutional rules.
周如川;李嘉倩
华中师范大学 教育学院,湖北 武汉 430079贵州师范大学 教育学院,贵州 贵阳 550000
社会科学
市域产教联合体多元主体集体行动困境IAD框架
Municipal industry-education consortiumMultiple stakeholdersCollective action dilemmasIAD framework
《继续教育研究》 2026 (11)
21-31,11
广东省哲学社会科学规划项目(学科共建项目)"职业本科高校内部治理体系的构建与实证检验"(编号:GD23XJY95).
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