治理權變下的非正式性：廈門明發商業廣場的治理悖論

Abstract

本研究以廈門明發商業廣場為例，探討購物中心在中國快速城市化中的轉型。本文圍繞城市化發展脈絡、非正式性與治理策略三個面向展開，通過參與式觀察與半結構式訪談的方式，呈現明發由開業至今空間使用方式的轉變，並結合以國家為主體的市場化治理背景，分析物業、業主、商家與街道辦之間的權力關係與治理博弈。 研究發現，受早期土地財政驅動，明發形成以資金回籠為目標的銷售模式，在空間上留下高度碎片化的產權空間與基礎設施結構。既降低了改造門檻，也為非正式使用提供物質基礎，並在市場驅動下形塑出「日夜兩態」的空間節奏；治理策略也呈現權變特徵。前期，商家與業主受購物中心活化推動，挪用公共空間。而後，物業進一步將公共空間的挪用等非正式使用行為轉為合規出租。治理層面上，地方政府決定宏觀政策，街道辦多採象徵性介入。因此，治理責任與日常執行向下轉移至物業，形成以物業為核心的治理結構。業主雖握有產權，但因產權分散與制度性阻礙，難以形成具法律效力的行動主體，無法撼動既有格局。 本文將中國城市治理的討論由居住社區擴展至商業地產，指出非正式性並非被預設為治理工具，而是在具體的權力與利益配置中被差異化地規訓與調整，進而成為治理權變中的修補方式，卻為沒落購物中心找到一種可持續沿用的路徑，使其重新長出日常往來與社會連結。

This study examines the transformation of shopping malls amid China’s rapid urbanization through a case study of Mingfa Shopping Mall in Xiamen. Focusing on three dimensions—the urbanization context, informality, and governance strategies—it draws on participant observation and semi-structured interviews to trace changes in Mingfa’s spatial uses from opening to the present. Situated within a state-led, marketized governance framework, the analysis investigates power relations and bargaining among the property management company, individual owners, merchants, and the street office. Findings indicate that, driven by early land-finance imperatives, Mingfa adopted a sales model oriented toward rapid capital recovery, leaving a highly fragmented configuration of property rights and infrastructure. This reduced the threshold for alteration, provided material conditions for informal uses, and—under market pressures—produced a “day–night duality” in spatial rhythms; governance practices likewise exhibited expedient characteristics. In the initial phase, merchants and owners, encouraged by mall “activation,” appropriated public areas; subsequently, the property management regularized such appropriations as compliant, fee-based rentals. At the governance level, macro policy is set by local government, while the street office largely intervenes symbolically. As a result, governance responsibilities and day-to-day execution shifted downward to the property management, consolidating a property-centered governance structure. Although owners hold titles, dispersed ownership and institutional obstacles hinder the formation of a legally effective collective actor capable of altering the existing arrangement. Extending discussions of urban governance in China from residential communities to commercial real estate, the paper argues that informality is not pre-designed as a governance instrument; rather, within concrete configurations of power and interest, it is differentially disciplined and adjusted, thereby becoming a reparative device within expedient governance. In this way, Mingfa points to a viable path for the continued use of declining malls—one that enables everyday interactions and social ties to regrow.