English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 113648/144635 (79%)
Visitors : 51577186      Online Users : 965
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/149272


    Title: 十九大之後中共涉港體系的機構調整與人事調動:以組織路線確保政治路線的實現
    Adjustments in China’s Party-State Apparatus on Hong Kong Affairs after 2017: Implementing the Political Line via Organizational Measures
    Authors: 寇健文;賴聖雅
    Kou, Chien-wen;Lai, Sheng-ya
    Contributors: 中國大陸研究
    Keywords: 香港;一國兩制;港澳領導小組;香港中聯辦;港澳辦
    Hong Kong;one country, two systems;Central Leading Group on Hong Kong and Macau Affairs;Liaison Office in Hong Kong;Hong Kong and Macau Affairs Office
    Date: 2023-12
    Issue Date: 2024-01-17 09:29:28 (UTC+8)
    Abstract: 2017 年10 月十九大報告提出中央對香港「全面管治權」,並對香港政府課以「憲制責任」之後,中共涉港體系的機構和人事出現那些變化?現有研究香港的文獻雖然會提到中共治港政策的變化,但很少系統性的討論中共透過機構調整與人事調動推行其政策。本文的目的即在於彌補此一不足之處。本文發現,中共以「加強中央的集中統一領導」的組織路線,落實「全面管治」的新政治路線。這種集權的組織路線反映在「強化垂直指揮鏈」、「新建涉港國家安全體系」、「弱化涉港體系人事任用的內升考量」等三個趨勢。由於集權是習近平時代中國政治最重要的特點,涉港系統出現的集權趨勢反映出習近平時代中共面對環境挑戰的慣性對策。
    In its 19th National Congress report in October 2017, the Chinese Communist Party proposed “comprehensive jurisdiction” over Hong Kong and imposed “constitutional responsibility” on the Hong Kong government. What organizational and personnel adjustments have been made in China’s partystate apparatus on Hong Kong affairs since then? Although recent literature on Hong Kong has addressed changes in the regime’s Hong Kong policy, there is little systematic discussion of how the CCP implements its policies through institutional and personnel adjustments. This article aims to fill this gap.
    The article finds that the CCP has adopted the organizational line of “strengthening centralized and unified leadership” to implement the new political line of “total control”. This organizational line is reflected in three trends: “strengthening the vertical chain of command”, “building a new national security system for Hong Kong”, and “weakening internal promotion considerations for personnel arrangements in Hong Kong-related departments”. As centralization of power is the most important feature of Chinese politics in the Xi Jinping era, what this article finds in the Hong Kong-related system reflects the CCP’s inertia in facing environmental challenges during Xi’s era.
    Relation: 中國大陸研究, 66(4), 1-47
    Data Type: article
    DOI 連結: https://doi.org/10.30389/MCS.202312_66(4).0001
    DOI: 10.30389/MCS.202312_66(4).0001
    Appears in Collections:[中國大陸研究 TSSCI] 期刊論文
    [東亞研究所] 期刊論文

    Files in This Item:

    File Description SizeFormat
    66-4-1.pdf1881KbAdobe PDF180View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏,無償提供學術研究與公眾教育等公益性使用,惟仍請適度,合理使用本網站之內容,以尊重著作權人之權益。商業上之利用,則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作,已盡力防止侵害著作權人之權益,如仍發現本網站之數位內容有侵害著作權人權益情事者,請權利人通知本網站維護人員(nccur@nccu.edu.tw),維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback