試論疫情前後臺北市北投區之社會網絡比較與分析—以社會福利機構為主體

Abstract

本研究以臺北市北投區之社會福利機構為觀察對象，探討COVID-19疫情前後社福組織面臨的挑戰，以及所處社會網絡的變化歷程。進一步分析社福機構在疫情衝擊下，與組織內部、合作單位及服務對象之間的網絡互動轉變，涵蓋人力管理、連結關係、資源流動等面向，並討論相對應的調整與創新策略。相較於多數以宏觀地理區域或政策、經貿為主軸的相關文獻，本研究聚焦於社會網絡的整體形式與動態變化，關注在地情境下的具體實務議題，嘗試從機構視角出發，理解疫情所帶來的危機與潛在轉機。 在研究方法層面，本研究採質性取向，初步參考既有文獻、建構前期調查名單，並依實際訪談情況逐步修正，最終完成六間機構之深度訪談。受訪機構依服務對象可區分為兒少及身心障礙者，服務型態則包含團體安置型與日間照顧型。資料收集以半結構式訪談為主，後續進行逐字稿整理與主題分類，從中歸納出疫情前、後網絡互動的五大觀察面向，分別為：內部運作調整、對外連結限制、服務應變策略、服務對象關係變化，以及疫情三階段之回顧與對比。 重要研究發現如下： 一、機構對外網絡大多呈現限縮與停滯，特別是實體的合作需求大幅下降，網絡互動幾乎中止，或以線上方式取代部分功能。但與政府單位或上級單位的連結相對穩定，反映出危機中對於正式結構性關係的資源依賴。 二、疫情衝擊雖導致多數機構的外部連結暫時斷裂，但受訪機構多能展現出高度內部彈性，包含輪流排班、跨職位支援等，成為度過疫情困境的重大關鍵。 三、應對防疫政策限制，受訪機構依據組織目標，部分以導入數位工具、資源整合等創新模式加以因應，其餘則將維持基本運作視為優先考量。呈現出特定時空環境下，不同背景條件的應對方式及調整能力。 四、疫情促使機構人員與服務對象的互動產生變化，大多因溝通及陪伴需求增加而促進情感連結，少數維持不變或將親密感認定為短暫現象，此一變化流程也增加了機構對於照顧責任的重新理解。 五、綜觀疫情歷程，可簡單區分為前期慌亂應對、中期資源重整與後期恢復穩定，其中的關鍵來自於機構內部拉力，顯示社福機構的網絡變遷具有階段性特徵，且為一個同時受多種作用力影響的動態拉鋸過程。 整體而言，本研究顯示出社福機構在面對公共緊急危機時，並非僅是疫情衝擊的被動接收者，而是能夠主動運用網絡位置、關係資源與內部彈性等條件，發揮調節與因應功能。這也反映了社會網絡在困境中的韌性、功能性與可回復性。 本研究的主要貢獻，在於透過真實案例的深度訪談與脈絡化分析，補足現有文獻中較少探討的小規模地區，以及以網絡型態為核心視角的研究缺口。透過探究社福機構在面對環境、人力與資源壓力下的實際應對方式，也進一步突顯了地方網絡、關係資本與自主調適能力在危機情境中的關鍵角色。

This study explores the challenges faced by social welfare organizations in Beitou District, Taipei City, before and after the COVID-19 pandemic, with a focus on the transformation of their social network dynamics. It further analyzes how these organizations adapted their interactions across internal operations, partner institutions, and service users, particularly in terms of manpower allocation, relational ties, and resource circulation, while identifying corresponding adjustments and innovative strategies. Unlike prior research that often centers on macro-regional, economic, or policy-level issues, this study adopts a local-level organizational perspective to examine the practice-oriented changes within the broader structure of social networks, aiming to understand both the crises and the potential turning points brought by the pandemic. A qualitative approach was adopted in this study, starting with a preliminary list of organizations compiled from prior studies and subsequently refined based on actual accessibility and the feasibility of conducting interviews. In total, six in-depth interviews were conducted with social welfare institutions serving children, teenagers and persons with disabilities, including both residential and day-care service models. Data collection relied on semi-structured interviews, followed by transcript analysis and thematic sorting, leading to five major analytical dimensions: internal operational adjustments, external network constraints, service adaptation strategies, shifts in relationships with service users, as well as a three-stage review and comparison of the pandemic’s progression. The significant findings include: 1. The external network interactions became largely contracted or stalled, with in-person collaborations becoming rare and partially replaced by online alternatives. However, ties with government agencies or superior units remained relatively stable, reflecting resource reliance on formal structural networks during crises. 2. Despite the temporary disconnections from external partners, most organizations demonstrated substantial internal flexibility, including staff rotation and cross-role support, which proved crucial in navigating the pandemic’s difficulties. 3. Responding to policy restrictions of epidemic prevention, a portion of organizations introduced digital tools and resource integration strategies, while others prioritized maintaining core operations. It highlights the variety of methods and adaptive capacities under different background conditions, as in a specific time and space. 4. Changes in interaction among staffs and service users were also promoted during the pandemic. The emotional connections were often deepened due to increased needs for communications and companionships. In a few cases, the sense of intimacy is maintained as usual, or considered to be a temporary phenomenon. These shifts prompted organizations to reassess their understanding of caregiving responsibilities. 5. The pandemic track may be roughly divided into three stages—initial disruption, mid-term resource restructuring, and eventual stabilization. The pulling force from interior of organizations actually played a key role in it. This indicates that changes in social networks have phased characteristics, and they were shaped by competing forces in a dynamic process. Overall, the study reveals that social welfare organizations are not merely passive recipients of crisis impacts, but can actively leverage their network positions, relational capital, and internal elasticity to respond and adapt. These findings underscore the resilience, functionality, and recoverability of social networks under stress. The study contributes to existing literature by offering a contextualized, case-based analysis from a localized perspective, addressing a research gap in network-centered studies of a small-scale geographical area. By exploring the actual responses of social welfare organizations to the pressures of environment, manpower and available resources, it also emphasizes the critical role of local networks, relationship capitals, and the organizational self-adjustment capabilities in respond to crisis conditions.