Bureaucratic Exclusion: The Logic of Functional Aienation in Governmental Substantive Coordination Organizations

The reform of governmental substantive coordination organizations, designed to enhance collaborative efficacy, paradoxically succumbs to functional alienation. Through a five-year longitudinal study of Urban-Rural Community Development and Governance Committee in City A, this research systematically reveals the dynamic adaptation logic and alienation mechanisms of governmental substantive coordination organizations. Findings indicate that the organization achieved phased activation of coordination functions via four-dimensional adaptive strategies: restructuring power hierarchies, aligning bureaucratic rules, innovating resource allocation and integrating performance consensus. However, when interacting with the bureaucratic system, these strategic adaptations manifest alienating tendencies: attenuation of authority transmission, ambiguity traps in responsibility reconfiguration, hierarchical barriers to resource integration and structural bias in performance incentives. These phenomena fundamentally represent the bureaucratic system's systemic exclusion of organizational innovations through its entrenched structural power. This research illuminates the inherent tension between structural inertia and organizational innovation within administrative reforms, offering critical insights for contemporary governmental institutional restructuring.