在二○○○年台灣首次政黨輪替之後，執政的民進黨政府開始進行政府改造。本文利用文獻分析法將倡導聯盟架構(advocacy coalition framework)運用於台灣中央政府從1990年到2005年的政府改造之決策過 程，以評估該架構解釋長期政策變遷的實用性。本文發現:1.倡導聯盟 架構能提供長期政策變遷的有效解釋。2.台灣政府改造的案例能解釋認知分歧的次級系統內之政策變遷。3.政府改造決策系統內的政策學習之本質和深度與該架構相符，其政策學習涉及到的政策信念的次要觀點。

Since Taiwan's new president launched the government reform in 2000, the first party turnover in Taiwan's history, reforms at the different levels of the governments have not yielded successful results. Following by the reform initiatives, such as deregulation, corporatization, decentralization and outsourcing, Taiwan's central government restructuring involve administrative agencies, human resource systems, service delivery procedures, and many related laws and regulations. All of these modifications call for interagency coordination. This article applies the advocacy coalition framework (ACF) to the policymaking process of Taiwan's central government restructuring (1990-2005)to evaluate its usefulness in explaining long-term policy change. This article finds: (1)The ACF provides useful explanations of long-term policy change. (2) The case of Taiwan's government restructuring explains policy change in cognitively polarized subsystems. (3) The nature and depth of policy learning within the government restructuring policymaking system consistents with that posited by the model, and its policy learning has involved secondary aspects of policy beliefs.