强化社会服务职能是研究型大学持续回应社会需求并为社会进步赋能的重要途径。这要求大学深度参与社会问题的解决，实现大学与社会的紧密融合。社会服务的有效性在于大学能否整合相关资源，建立系统的服务机制。其中，设立专门的社会服务中心是行之有效的措施。威斯康星大学麦迪逊分校的莫里奇公共服务中心（简称莫里奇中心），以其深厚的服务传统、成熟的组织体系及丰富资源推进了该校社会服务职能纵深化、内涵式发展。因此，对该中心的运行机制进行系统研究，对我国研究型大学提升社会服务能力具有实际的参考价值。

基于此，本研究选取莫里奇中心为研究对象，提出核心研究问题：在动态变化的环境中，莫里奇中心的运行机制何以高效发挥研究型大学的社会服务职能？为了回答研究问题，本研究采用了文献研究法与案例研究法，通过该中心官网、麦迪逊分校图书馆网站、期刊检索数据库等途径收集有关的文字、音频和影像资料，并辅以与中心工作人员的邮件交流，系统性描述了该中心运行机制的具体情况。同时，本研究选取新制度主义作为理论基础，并借鉴“组织行为诊断模型”，分析其运行机制的变迁，并揭示莫里奇中心高效运行的机理。

本研究的研究结论如下：1.在适宜的组织环境下，莫里奇中心在志愿者服务办公室的基础上建立起来，并获得了不同类型的实效合法性、道德合法性和认知合法性。2.在准正式组织阶段，大学公共服务的合法性被强化，莫里奇中心部分适应了制度环境的要求，制定了兼具灵活性与模糊性的组织使命与目标，确立了学生事务的组织归属，并采取了扁平化的部门结构。3.随着时间发展，莫里奇中心对威斯康星大学联盟的制度性模仿显露弊端，制度环境压力凸显，于是组织在外部资金的支持以及评估报告的指导下，更新了组织使命与愿景，变更了领导结构与组织隶属关系，并开启了委员会重组计划，完成了向正式组织的过渡。4.此后，莫里奇中心进行适时调整，并形成了运行机制的系统逻辑、项目逻辑和行动逻辑，三重逻辑之间又构成了目标耦合、内容耦合和过程耦合的关系，解释了中心得以高效运行的机理。5.纵观莫里奇中心运行机制的变迁，本研究发现制度环境是莫里奇中心运行机制变化的主要驱动力，而组织内部追求效率的需要则是变迁的内驱力。在双重作用下，组织内部核心工作、组织成员、正式组织安排、非正式组织安排这四要素之间的组织一致性揭示了组织运行机制变迁的核心过程。

As knowledge-producing entities, research universities play a crucial role in addressing complex social issues through strengthening their social service functions. This involves deeply engaging in solving social problems and integrating sustainable development practices both within the university and the broader society. Public service in universities is a systematic endeavor that requires the integration of various resources tailored to institutional characteristics and social demands. Establishing specialized centers for public service is an effective measure to achieve these goals. The Morgridge Center for Public Service at the University of Wisconsin-Madison, as a comprehensive public service organization, has pioneered deepening and conceptually developing the social service functions of research universities nowadays. Thus, a systematic study of the operational mechanisms of the Morgridge Center offers practical insights for enhancing the social service capabilities of research universities in China.

This study selects the Morgridge Center for Public Service to explore how its operational mechanisms effectively enhance the social service functions of research universities in a dynamically changing environment. Employing both literature review and case study methodologies, the study gathers textual, audio, and visual data from the center’s official website, the University of Wisconsin-Madison library website, journal databases, and through correspondence with center staff. This research adopts institutional theory as its theoretical foundation and utilizes the Model for Diagnosing Organizational Behavior to analyze the evolution of operational mechanisms, revealing the efficiency mechanisms of the Morgridge Center.

The findings are as follows: 1. In the context of American societal expectations for university public service, initiatives by the University of Wisconsin-Madison to expand public service and donations from the Morgridge family facilitated the establishment of the Morgridge Center on the foundations of the Volunteer Service Office. 2. During its quasi-formal organizational phase, the legitimacy of the university’s public service was strengthened, adapting to institutional environmental demands with a flexible and vague organizational mission and goals, establishing a student affairs affiliation, and adopting a flat departmental structure. 3. Over time, the institutional mimicry by the Morgridge Center revealed its disadvantages as institutional environmental pressures increased, leading to organizational updates in mission and vision, leadership and structural realignments, and the initiation of Reaccreditation Project reports, transitioning to a formal organization. 4. Subsequently, the Morgridge Center adjusted timely, forming a system of operational, project, and action logics with triple logic couplings of goal, content, and process, explaining the mechanisms behind its efficient operation. 5. This study finds that while the institutional environment drives changes in the operational mechanisms of the Morgridge Center, internal efficiency needs also provide a driving force. Under these dual influences, the organizational consistency among core work, organizational members, formal and informal arrangements reveal the core processes of changes in operational mechanisms.