The study of Foreign Policy Decision Making under The DPP Administration (2000—2008)

碩士 === 淡江大學 === 國際事務與戰略研究所碩士班 === 98 === The purpose of this thesis is to use some theories to explain two research themes. One is to integrate these professors’ foreign policy decision-making model with a hypothesis of index, such as Graham T. Allison, Philip D. Zelikow, Richard C. Snyder, Paul Die...

Full description

Bibliographic Details
Main Authors: Sheau-Yun Chao, 趙曉雲
Other Authors: Ming-Hsien Wong
Format: Others
Language:zh-TW
Online Access:http://ndltd.ncl.edu.tw/handle/78833872406771396320
id ndltd-TW-098TKU05322017
record_format oai_dc
spelling ndltd-TW-098TKU053220172015-10-13T13:40:01Z http://ndltd.ncl.edu.tw/handle/78833872406771396320 The study of Foreign Policy Decision Making under The DPP Administration (2000—2008) 民進黨執政時期的外交決策之研究(2000—2008年) Sheau-Yun Chao 趙曉雲 碩士 淡江大學 國際事務與戰略研究所碩士班 98 The purpose of this thesis is to use some theories to explain two research themes. One is to integrate these professors’ foreign policy decision-making model with a hypothesis of index, such as Graham T. Allison, Philip D. Zelikow, Richard C. Snyder, Paul Diesing, Ole R. Holsti, and Chih-Chia Hsu. Those can be divided into five models: rational, bounded rationality, organizational behavior, bureaucratic politics and the idiosyncratic foreign policy decision-making model. The results of the five foreign policy decision-making models support one other to explain the DPP Administration’s foreign policy decision-making. If we only use a model to explain the DPP Administration’s foreign policy decision-making, it would trend to a one-sided aspect and forget other influence factors. Therefore, the five foreign policy decision-making models support each other to explain this theory. The rational model needs other models assist, and to explain the DPP Administration’s foreign policy decision-making is more complete. The other one is through David Easton’s systems theory, and Richard C. Snyder’s foreign policy decision-making model, to stress the impact of the decision-making part of the input, as the analytical framework of this paper to the understanding of the DPP Administration’s foreign policy-making process (2000-2008), and the difference between Ma’s administration and the DPP administration. Five major findings are as the following: 1. Taiwan’s diplomatic decision-making mechanism is difficult to adjust. 2. Diplomatic recognition and pragmatical relations is inversely proportional relationship. 3. The outcome of the DPP administration’s opinions of all circles impact Ma Administration’s foreign policy. 4. They are similarities and dissimilarities between offensive diplomacy and diplomacy truce. 5. The foreign policy is difficult to idealistic. Ming-Hsien Wong 翁明賢 學位論文 ; thesis 128 zh-TW
collection NDLTD
language zh-TW
format Others
sources NDLTD
description 碩士 === 淡江大學 === 國際事務與戰略研究所碩士班 === 98 === The purpose of this thesis is to use some theories to explain two research themes. One is to integrate these professors’ foreign policy decision-making model with a hypothesis of index, such as Graham T. Allison, Philip D. Zelikow, Richard C. Snyder, Paul Diesing, Ole R. Holsti, and Chih-Chia Hsu. Those can be divided into five models: rational, bounded rationality, organizational behavior, bureaucratic politics and the idiosyncratic foreign policy decision-making model. The results of the five foreign policy decision-making models support one other to explain the DPP Administration’s foreign policy decision-making. If we only use a model to explain the DPP Administration’s foreign policy decision-making, it would trend to a one-sided aspect and forget other influence factors. Therefore, the five foreign policy decision-making models support each other to explain this theory. The rational model needs other models assist, and to explain the DPP Administration’s foreign policy decision-making is more complete. The other one is through David Easton’s systems theory, and Richard C. Snyder’s foreign policy decision-making model, to stress the impact of the decision-making part of the input, as the analytical framework of this paper to the understanding of the DPP Administration’s foreign policy-making process (2000-2008), and the difference between Ma’s administration and the DPP administration. Five major findings are as the following: 1. Taiwan’s diplomatic decision-making mechanism is difficult to adjust. 2. Diplomatic recognition and pragmatical relations is inversely proportional relationship. 3. The outcome of the DPP administration’s opinions of all circles impact Ma Administration’s foreign policy. 4. They are similarities and dissimilarities between offensive diplomacy and diplomacy truce. 5. The foreign policy is difficult to idealistic.
author2 Ming-Hsien Wong
author_facet Ming-Hsien Wong
Sheau-Yun Chao
趙曉雲
author Sheau-Yun Chao
趙曉雲
spellingShingle Sheau-Yun Chao
趙曉雲
The study of Foreign Policy Decision Making under The DPP Administration (2000—2008)
author_sort Sheau-Yun Chao
title The study of Foreign Policy Decision Making under The DPP Administration (2000—2008)
title_short The study of Foreign Policy Decision Making under The DPP Administration (2000—2008)
title_full The study of Foreign Policy Decision Making under The DPP Administration (2000—2008)
title_fullStr The study of Foreign Policy Decision Making under The DPP Administration (2000—2008)
title_full_unstemmed The study of Foreign Policy Decision Making under The DPP Administration (2000—2008)
title_sort study of foreign policy decision making under the dpp administration (2000—2008)
url http://ndltd.ncl.edu.tw/handle/78833872406771396320
work_keys_str_mv AT sheauyunchao thestudyofforeignpolicydecisionmakingunderthedppadministration20002008
AT zhàoxiǎoyún thestudyofforeignpolicydecisionmakingunderthedppadministration20002008
AT sheauyunchao mínjìndǎngzhízhèngshíqīdewàijiāojuécèzhīyánjiū20002008nián
AT zhàoxiǎoyún mínjìndǎngzhízhèngshíqīdewàijiāojuécèzhīyánjiū20002008nián
AT sheauyunchao studyofforeignpolicydecisionmakingunderthedppadministration20002008
AT zhàoxiǎoyún studyofforeignpolicydecisionmakingunderthedppadministration20002008
_version_ 1717740075956043776