With the development of administrative reform，improving the efficiency of public services in the area of administrative licensing and social welfare has attracted increasing attention from the central government. Correspondingly，administrative licensing centers have been established since 2000 as an innovation for delivering public services. By 2014 the number of administrative licensing centers at the provincial and municipal levels had reached 377. However，according to a user survey，there is still a sharp gap between the users’expectations and the performance of the centers，especially in terms of the centers’promotion of inter-agency collaboration and process re-engineering. How is one to understand the complexity and difficulties of the administrative licensing centers to promote inter-agency collaborations and process re-engineering？Why have some centers achieved good results？In this article，we attempt to answer these questions by deeply analyzing one case. We find that there are several conflictual institutional logics in the process of inter-agency collaboration that affect the outcomes of inter-agency collaboration. These institutional logics can be grouped in three general categories，that is，custom-centered logic，bureaucratic logic，and egoist logic. The different institutional logics have different rational criteria that affect the various actors in different ways. The better-performing administrative licensing centers are able to strategically respond to the conflicts. The response capacity，which we call a “flexible capacity，” effectively affects the application of information technology and the performance of inter-agency collaboration.