「成功」的結果經常是以激勵人心的方式展現在制度改變中，但「沒有成功」的結果或許是更普遍的存在。然而，研究者卻經常忽略能動性展演結果可能是「未竟改革、未盡改變」的遺憾。為解開遺憾背後的模糊起因，本研究援引制度化歷程與制度工作視角，進行結構與行動之間的對話。並以貼附「夜市化」標籤的迪化年貨大街為研究對象，透過參與觀察和歷史民族誌的田野工作，蒐集文本資料進行分析。本研究發現，能動性機制中產生能動性損失，乃是源自於行動者、制度工作與場域脈絡這三要素發生內部解離與偏移。而能動性損失致使無法蓄積足夠的改變動量，徒留一個老病制度停泊在去制度化歷程的前緣。由此，點出理論與實務意涵。

The ‘successful’ result is inspirationally presented in institutional change; however, ‘unsuccessful’ outcomes are perhaps more prevalent. Yet research has overlooked why and how the regret of ‘unfinished revolution and incomplete change’ emerges from the agency performing. To unpack the ambiguous causes of this regret, this study adopts the theoretical lens of institutionalization and institutional work to engage in dialogues between structure and action. This study examines the Dihua Chinese New Year Bazaar, critically tagged as a ‘night market’ in Taipei, and collects data from field study with the guidance of participant observation and historical ethnography. This study reveals that the ‘agency loss’ emerges because the internal dissociations and discrepancies in actors, actions, and context within the agency mechanism. The agency loss then results in no accumulation of sufficient momentum to change, and keeps a deteriorated institution in the pre-deinstitutionalization stage. In closing, this study discusses theoretical and practical implications.

本研究透過參與觀察法與歷史民族誌的實踐與釋義，解析行動者的能動性機制的展演。研究者觀察一個進入「老病」階段的制度，場域中的公部門偕同代理人嘗試行動，卻展演成「未竟改革、未盡改變」的遺憾。因此，當我們在「地方創生」的議題上討論「能動性損失」時，在政策與管理意涵方面有三點提醒，值得深思。 第一個提醒是：地方創生的行動重點究竟是「創生」亦或「維繫」？當不同行動者帶有不同目的在場域中行動時，本身就有兩個面向的複雜性存在。首先在理解自我方面，可能因為場域內蘊豐富資源，可能因為對自己的自信，也可能因為容易偏安一隅；其次在理解制度方面，對老病制度也會有不同的解釋，或是不理會這個生病的制度，想方設法引入新作法，嘗試取代原先制度，或是直接破壞這個生病制度，或是修復這個制度。換言之，在高複雜性的脈絡場域中，政策制訂者必須理解「行動」與「目的」的契合，並非理所當然。 第二個提醒是：為何夜市文化得以入侵與主導制度實行？夜市，本身同時具有合法與非法的爭議，攤販本質上卻又涵具微型創業的概念，而民眾逛夜市時的暫時性叛逆行為也是可被接受的。因此，對政策制訂者來說，現實實務上是一個難以斷定是非的兩難。對參與活動的在地商家而言，又因初始制度劇本的美好想像，多元業態的在地商家共襄盛舉，可以促進在地經濟活絡，但多元業態就會有多元需求，日子一久，發生政策與實務的脫勾也是必然。 第三個提醒是：能動性的展演是一種奠基在時序鑲嵌上的表現形式。政策制訂者與組織管理者經常言明，表示他們有將注意力置放於時序性、能動性和改變的行動，但實徵上，他們多數會限於自己給定的政策之窗內，而關注如何協調他們的各式活動，並經常導致他們側重於考量各式利害關係人之間的互動與平衡。在此建議，政策制訂者與組織管理者可以建構與打造一個時序性制度工作的概念，據此建構、操縱以及估定時序規範，來達成目的、改變制度。

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