In August 8, 2009, Taiwan was invaded by the typhoon “Morakot”, causing landslide to damage many villages at the mountain areas in central and and southern Taiwan. There are two reasons of researchingon the case of Shiao Lin Village, Wulipu, Jiaxian District in Kaohsiung City : First, the deadly disaster drew great attention from all sides. The second is that the survivors exhibited strong sense of participatory autonomy. During the restoration process, the local government was in charge of most executive responsibilities, and outsourcing the housing restoration project to the non-profit sector, which also assisted in rasing funds and other reletive works. The trend of public-private collaboration indicates the needs of including the third sector as a strategic partner with the government in post-natural disaster reconstruction. Both Morakot regulation and the informal relationship between the government and the third sector give each actor extensive autonomy. Therefore, organizational goals and self-interest influence an actor's willingness to conforming to the rules of collaboration. From the strategic management perspective, how to realize self-interest while achieving a ‘win-win situation' for all actors becomes the main challenge for local government to win supports from actors.
This reaserch applied the method of in-depth interview to gather pragmatic data to verifyhow key factors including initial conditions, organization goals, institutional design, and facilitative leadership affecting the collaborative process, , and how the relationship between the actions and structures of collaboration influences the outcome. The software MAXQDA was used to analyse the data, and practical policy recommendations were offered.
The results of this research shows actors driven by the same goals can effectively benefit more from collaboration and achieve the indiviual goals and collective goals at the same time. The findings include: (1) resource and power asymmetry influence the position of actors participating the process, (2) the difference in organization goals influence autonomy and resource structure, (3) blurred institutions strengthen the development of consensus relationship, (4) the flexibility of facilitative leadership helps intergrate resources and benefit from collaboration among the actors, (5) strong political supports earn the commitments from actors, (6) mataining effective exchange of transparent information and communication to promote actors to recognize the legitimacy of collaboration, (7) resource dependence with reciprocity among actors help achieve win-win results, (8) achieving win-win situations brings in synergy effects.
Finally, this research offers some recommendations for future operation of collaboration in housing restoration after natural disaster: (1) strike a balanc between efficiency and democratic participation, (2) establish formal institution or law for land property transfer, (3) establish standards or criteria of relief level for victims, (4) enhance professional capacities of disaster reief for local governments, (5) strengthen interactions among actors, (6) intergrate resource structures, (7) establish effective benchmark learning model.