治理“统合化”背景下，项目制在资金构成、实施内容和原则等方面发生明显变化，项目动员成为县域政府的治理方式。关系再造、激励再造与技术引入分别构成项目动员的组织、激励与约束机制。通过项目动员，项目制运行触及了科层组织运行机理，并弥合了两者的内在张力。而在行为导向、实践原则、组织机制与权力基础方面的差异使得项目动员与既有动员型治理区分开来。项目动员对于提升治理能力和绩效具有积极效应，但也存在潜在治理风险。

In the context of “integrated governance”, the project system has changed significantly in terms of funding composition, implementation content and principles, and project mobilization has become the governance mode of county governments. The reengineering of relationships, the reengineering of incentives, and the introduction of technology constitute the organizational, incentive, and constraint mechanisms for project mobilization, respectively. Through project mobilization, project-based operation touches the mechanism of section organization operation and bridges the inherent tension between them. The differences in behavioral orientation, practical principles, organizational mechanisms, and power bases distinguish project mobilization from established mobilization-based governance. Project mobilization has positive effects on improving governance capacity and performance, but also has potential governance risks.

本文为国家社会科学基金重点项目“乡村振兴战略实施中农村社会治理共同体的实现机制研究”（21ASH010）、中央高校基本科研业务专项资金“资源下乡背景下的基层政府行为研究”(2662020WFPY001)的阶段性成果。

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