This research study on the case of the reconstruction of Linrong Station in Hualien-Taitung Line Railway,Taiwan, through the perspectives of collaborative governance. The aims of this research focus on the evolution stages and the strategies of this railway station revival, the forerunner of public-private cooperation in this domain in Taiwan, and the analysis of the critical factors that took part in the successes of this implementation.
The collaborative governance model has presented an alternative approach to public management, and moreover, provide the opportunity of additional resources sponsoring. It includes a series of collaborative acting and interaction, and therefore, the conditions of participation, the incentives to participation, the form of participation and the attitude toward participation will influence the formation of collaboration. The dynamic variables that influence the outcomes embrace stakeholders’ interdependence and social capital accumulation. The factors of these two variables are: authority, resources, expertise, history of collaboration, incentives and limitations, face to face dialogue, trust building, commitment, shared understanding, institutional design and facilitative leadership, etc.
In this study, a review of literature on collaborative governance were conducted and records of in-depth interviews with stakeholders were analyzed from the collaborative perspectives. In order to explore the key factors that influenced the development and implementation in this public-private sector cooperation, this case study focus on three aspects: the starting condition of the collaboration, the process of the collaboration and the structure of the collaboration. And the major conclusions of this study include:
（1）Dependence and interdependence of power and resources appeared to be the momentum of collaboration.
（2）The history of antagonism or successful collaboration did not play crucial roles in this case.
（3）Rational self-interests and political factors are the main incentives or compulsion of participating.
（4）Adequate face to face dialogue failed in break down selfish departmentalism.
（5）Trust or common consensus did not guarantee success, but agreements and contracts will.
（6）Common consensus reached and promises made through negotiations tend to be discarded facing the position deviation.
（7）Collective deliberation and knowledge sharing benefits the invention of viable plans.
（8）The design of the institutional framework of this public-private cooperation case is based on the new private participation models, professional assessments, conventional regulations and collaboration contracts.
（9）Facilitative leadership with new thinking is the best catalyzer of collaboration.
This study suggests:
（1）The transparency and law adopting of Public policy planning and implementation must be flexible where environmental context transforms.
（2）In the case where mutual trust and autonomy is insufficient, facilitative leadership become critical.
（3）Government agencies can make use of the capacity of corporate social responsibility, which enterprise has been always exercising, to facilitate local development.
（4）Take advantage of the influence of mass media. Make them marketing tools of policies, otherwise, they become obstructors.