:::

詳目顯示

回上一頁
題名:社會企業商業模式之演化:台灣非營利組織之個案研究
作者:陳淑娟 引用關係
作者(外文):Chen,Shwu Chuan
校院名稱:輔仁大學
系所名稱:商學研究所
指導教授:楊銘賢
高義芳
學位類別:博士
出版日期:2013
主題關鍵詞:社會企業、動態商業模式、組織生命週期、社會績效Social Enterprise, Dynamic Business Model, Organizational Life Cycles, Social Performance
原始連結:連回原系統網址new window
相關次數:
  • 被引用次數被引用次數:期刊(1) 博士論文(0) 專書(0) 專書論文(0)
  • 排除自我引用排除自我引用:1
  • 共同引用共同引用:0
  • 點閱點閱:114
社會企業因為各國文化的異質性在發展上也產生差異,社會企業與一般企業不同之處,在於解決社會問題,提供社會服務,形成社會使命並為社會創造高度的服務價值。受到市場的快速發展,資源急速變動,使社會企業必須因應外在變化調整組織的營運,過去有許多學者探討社會企業的商業模式,但卻少有學者針對社會企業的動態模式進行研究。本研究目的在建構社會企業的動態商業模式,探討在不同組織生命週期,社會企業的商業模式會產生何種變化。
本研究的研究構面包括社會企業的商業模式、組織外部環境、組織內部環境、組織生命週期等,其中商業模式包括價值主張、經營策略、資源配置與營運程序,組織生命週期包括萌芽期、成長期、成熟期與再生期。研究方法採用個案研究法,使用深入訪談的方式分析不同組織生命週期社會企業的商業模式,本研究選取勝利潛能發展中心、喜憨兒基金會、里仁慈心基金會以及崔媽媽基金會等四家社會企業,訪談對象為社會企業的管理者。
研究結果顯示社會企業商業模式的共通點為以企業使命為組織核心,貫穿四個時期;,經營策略以服務為導向,策略包含差異化與成本領導;資源配置以無形資源為主;營運程序則以標準化作業為核心,結合網路平台、自動化系統與顧客服務。社會企業商業模式的差異會隨不同組織生命週期與不同社會企業使命產生差異,以服務為主的社會企業在跨期間的轉型速度相較於有產品的社會企業緩慢。內外部環境因素會影響社會企業的經濟績效與社會績效。
本研究所提出的商業模式四個構面,在建構不同組織生命週期的一般化商業模式,社會企業管理者針對組織不同的生命週期,從本研究的模型調整出不同的商業模式,善用資訊平台、人力資源與累積企業關係資本,社會企業因應不同組織生命週期形成不同商業模式的關鍵。在企業社會責任的氛圍下,可善用社會企業的資源與品牌,提升外部形象,透過與社會企業形成的價值網絡,累積組織的動態能力。
There are many developmental differences in different countries for social enterprises because of cultural heterogeneity. The major difference of social enterprises from other enterprises is their mission to resolve social problems, offer social service and create high social value. By rapid market variation and resource flows, social enterprises must adjust their strategy and structure to meet external changes. Many scholors have studied social enterprise business model, however, there is little research on dynamic business model in social enterprise. This study is to establish dynamic business model for social enterprise. Continued for previous research in business model and social enterprise business model, we expect to find out the evolution for business model in social enterprise, and offer what contributes to business model.
The constructs of this research are business model, organizational life cycle(OLC), internal and external environment. The context of business model are value propostion, business strategy, resource allocation and operation process. Organizational life cycle is divided by stages of begining, growing, maturing and dismissing. This research use case study and in-depth interview to study business model of social enterprise. Choosing four NPOs for research sample, including Victory Potential development centre, Careus Foundation,Leezen Foundation and Tsuei Ma Ma Foundation, the interviewees are the managers of NGOs.
The research results show that social enterprises view their mission as core value passing through all periods of OLC, and have service-oriented strategy. Besides, they support service with product; use information and technology platform integrating value, resources and production. For operation process, they combine network, automatic system, standard operation process and customer service. Social enterprises change depend on different stages of OLC and different missions.The external and internal factors influence economic performance and social performance of social expertises.
The contribution of the study lies in helping to judge business model of social enterprises. Managers of social enterprise can assess institute from the four constructs and use information technology and platform well. Accumulating guan-xi(Chinese means PR) and external resources is also a well-developed advantage. Managers of firms can promote their brands and good images by cooperation with other social enterprises. Researchers can use longitudinal studies for dynamic business model, and explore the relations among business model, environment and performance.
中文部分
1.胡哲生,張子陽(2009),「社會企業議題:社會創新與管理融入」,創業管理研究,4(4),new window
85- 105。
2.洪貴婷(2011),社會企業之商業模式創新:菲律賓個案,國立台灣大學企業管理碩士專班碩士論文
,台北。
3.高義芳(2009),「社會企業創業家其人格特質、創業動機、個人能力與關係網絡之研究:以個案為
例」,創業管理研究,4(4), 29-55。
4.劉于甄(2012.03.05),「花旗、荷銀爭食利息30%窮人信貸」商業周刊,1267期。
5.黃俊英(1997),行銷研究概論第三版,台北市:華泰書局。
6.楊銘賢等人(2008),「社會企業經營模式之建構」,創業管理研究,4(4),57-83 。new window
7.陳金貴(2002),「非營利組織社會企業化經營探討」,新世紀智庫論壇,19,39-51。
8.陳定銘(2007),非營利組織 政府與社會企業:理論與實踐,台北市:智勝出版社。
9.載肇洋、林怡君、林松崎(2007),推動社會企業促進就業政策規劃建議書,行政院勞工委員會職業
訓練局委託、台灣綜合研究院執行。
10.鄭勝分(2007),「社會企業概念分析」,政策研究學報,7,65-108。new window

英文部分
1.Abernathy, W. J., & Utterback, J. M. (1978). Patterns of industrial
innovation. Technology Review, 80(7), 259-277.
2.Adizes, I. (1989). Corporate lifecycles:how and why corporatiors grow and die
and what do about . NJ:Prentice Hall.
3.Afuah, A. (1998). Innovation management: strategies, implementation, and
profits. New York: Oxford University Press.
4.Afuah, A. (2004). Business models: a strategic management approach. N. Y.:
McGraw-Hill.
5.Alvord, S. H., Brown, L. D., & Letts, C. W. (2004). Social entrepreneurship
and societal transformation: an exploratory study. Journal of Applied
Behavioral Science, 40(3), 260-282.
6.Amit, R., & Zott, C. (2001). Value creation in e-business. Strategic
Management Journal, 22(6-7), 493-520.
7.Anderson, P., & Tushman, M. L. (1990). Technological discontinuities and
dominant designs: a cyclical model of technological change. Administrative
Science Quarterly, 35(4), 604-633.
8.Austin, J., Stevenson, H., & Wei-skillern, J. (2006). Social and commercial
entrepreneurship: same, differnet, or bush? Entrepreneurship Theory and
Practice, 30(1), 1-22.
9.Barney(2002). Goining and sustaining competitive advantage. N.J:Prentice Hall
10.Barnett, M. L. (2007). Stakeholder influence capability and the variabilities
of financial returns of corporate social responsibility. Academy of management
Review, 32(3), 794-816.
11.Beldona, S. R., Chaganti, M., Habib, M., & Inkpen, A. C. (1997). Industry
variety, life-cycle stages, and performance: a dynamic perspective.
Competitive Intelligence Review, 8(4), 65-74.
12.Bornstein, D. (1998). Changing the World on a shoestring. The Atlantic
Monthly, 281(1), 34-39.
13.Bornstein, D. (2004). How to change the World: social entrepreneurs and the
power of ideas. NY: Oxford University Pres.
14.Borzaga, C., & Defourmy, J. (2001). The emergence of social enterprise.
London: Routledge.
15.Borzaga, C., & Alceste, S. (2003). New trends in the non-profit in Europe:
The emergence of social entrepreneurship. In OECD (ed.), The Non-profit
Sector in a Changing Economy, 31-59.
16.Boschee, J. (1995). Social entrepreneurship. Across the Board, 32(3), 20-25.
17.Boschee, J. & McClurg, J. (2003). Toward a better understanding of social
entrepreneurship: some important distinctions. www.se-
alliance.org/better_understanding.pdf
18.Cardinal, L. B., Sitkin, S. B., & Long, C. P. (2004). Balancing and
rebalancing in the creation and evolution of organizational control.
Organization Science, 15(4), 411-432.
19.Chesbrough, H. W., & Rosenbloom R.S. (2002). The role of the business model
in capturing value from innovation: evidence form Xerox corporation’s
technology spin-off companies. Industrial and Corporate Change, 11(3),529-555.
20.Chesbrough, H. W. (2003). Open platform innovation: creating value from
internal and external innovation. Intel Technology Journal, 7(3), 5-9.
21.Christensen, C. M., Suarez, F. F., & Utterback, J. M. (1998). Strategies for
survival in fast-changing industries. Management Science, 44(12), 207-220.
22.Cornwall, J. (1998). The entrepreneur as building block for community.
Journal of Developmental Entrepreneurship, 3(2), 141-148.
23.Daft, R. L. (2004). Organization theory and design. New York: West Publishing
Company.
24.Daveport, T.H. (1993). Process innovation: reengineering work through
information technology. Harvard Business School Press, Boston, MA.
25.Dees, J. G. (1998). Enterprising nonprofits. Harvard Business Review,
(Jan-Feb), 76(1), 55-67.
26.Dees, J. G. (2001). The meaning of social entrepreneurship. Paper CASE,
Fuqua School of Business, NC: Duke University, Durham.
27.Dees, J. G., Emerson, J., & Economy, P. (2001). Enterprising nonprofits:
A toolkit for social entrepreneurs. New York: John Wiley & Sons, Inc.
28.Defourny, J. (2001), “Introduction: from third sector to social enterprise”
In Carlo Borzage & Jacques Defourny (eds), The Emergence of Social
Enterprise, 1-25, London & New York: Routledge.
29.Dodge, H. J., & Robbins, J. E. (1992). An empirical investigation of the
organizational life cycle model for small business development and survival.
Journal of Small Business Management, 300, 27-37.
30.Ducci, G., Stenteella, C., & Vulterini. (2002). The social enterprise in
Europe. International Journal of Mental Health, 31, 76-91.
31.Eckhardt, J. T. & Shane, S. A. (2003). Opportunities and entrrepreneurip.
Journal of Management, 29(3), 333-349.
32.Eisenhardt, Kathleen M. (1989). Building theories from case study research.
The Academy of Management Review, 14(4), 532.
33.Fernley, G., & Taylor, A. (1996). The pivotal role of an AMC in the life
cycle of an association. 48(7), 4-5.
34.Flannery & Deiglmeier, (2000), “Leading the social purpose enterprise:
An examination of organizational culture.” In: REDF (ed.), Social purpose
enterprises and venture philantrophy in the new millenium. San Francisco,
CA: The Roberts Enterprise Development Funds, The Roberts Foundation.
35.Fowler, A. (2000). NGDOs as a moment in history: beyond aid to social
entrepreneurship or civic innovation? Third World Quarterly 21(4), 637-654.
36.Franke, N., Gruber, M., Harhoff, D., & Henkel, J. (2008). Venture
capitalists’ evaluations of start-up teams: Trade-offs, knock-out criteria,
and the impact of VC experience. Entrepreneurship Theory and Practice, 32(3),
459–483.
37.Frumkin, P. (2003). Inside venturephilanthropy. Society, 40(4), 7-15.
38.Gartner, W. B. (1990). What are we talking about when we talk about
entrepreneurship? Journal of Business Venturing, 5(1), 15-29.
39.George, G. & Adam, J. B. (2011). The business model in practice and its
implications for entrepreneurship research. Entrepreneurship Theory and
Practice,35(1),83-111.
40.Greater London Enterprise. (2004). Social enterprise briefing note. Retrieved
02 Feb 2006, from http://www.thelearningnetwork.net/Downloads/Social
%20Enterprise%20briefi ng%20Nov%202004.pdf.
41.Griener, L.E. (1972). Evolution and revolution as organizations grow.
Harvard Business Review, 50(4), pp.37-46.
42.Guha, S., Kettinger, W.J., & Teng, J.T.C. (1993). Business process
reengineering: building a comprehensive methodology. Information System
Management, 10(3), 13-22.
43.Gupta, Y. P., & Chin, D. C. W. (1993). Strategy making and environment:
An organizational life cycle perspective. Technovation, 13(1), 27–45.
44.Haire, Mason (1959). Modern organization theory: A symposium.
45.Hamel, G. (1998). Strategy innovation and the quest for value.
Sloan Management Review, 39(2), 7-14.
46.Hamel, G. (2000). Leading the revolution. Boston, MA: Harvard Business
School Press.
47.Hammer, M. & Champy, J. (1994). Reengineering the corporation: A
manifesto for business revolution. NY: HarperCollins.
48.Hibbert, S. A., Hogg, G., & Quinn, T. (2002). Consumer response to social
entrepreneurship: The case of the BigIssue in Scotland. International Journal
of Nonprofit & Voluntary Sector Marketing , 7(3), 288-201.
49.Johnson, N. (1987). The welware State in transition:The theory and practice.
Brighton, Sussex: Wheatsheaf Books Ltd.
50.Kaplan, R.S. & Norton, D.P. (2004). Strategy maps. Harvard Business School
Press.
51.Kimberly, J. R., & Miles, R. H. (1980). The organization life cycle.
San Francisco: Jossey-Bass.
52.Light, P. C. (2008). The search for social entrepreneurship. Washington,
D.C.: Brookings Institution Press.
53.Magretta, J. (2002). Why business models matter. Harvard Business Review,
80(5), 86-92.
54.Mair, J. & Noboa, E. (2003). Social entrepreneurship: how intentions to
create a social enterprise get formed. Working Paper, Barcelona: IESE
Business School.
55.Mair, J. & Schoen, O. (2005). Social entrepreneurial business model:
An exploratory study. Working Paper, IESE Business School.
56.Mair, J., & Marti, I. (2006). Social entrepreneurship research: A source
of explanation, Prediction, and Delight. Journal of World Business, 41(1),
36-44.
57.Marco, I. & Roy, L. (2002). The new operational dynamics of business
ecosystems: implications for policy operations and technology strategy.
Contains confidential information.
58.Mark, W., & Vladimir, D. (2011). On formalization of the concept of value
proposition. Service Science 3(3), 194-205.
59.Markides. (2007). Encyclopedia of health and aging. Los Angeles, CA :
Sage Publications.
60.Marlow, S. (1992). Take-up of business growth trainng schemes by ethnics
minority-owned small firms. International Small Business Journal, 10(4),
34-46.
61.Marssetti, B. L. (2008). The social entrepreneurship matrix as a tipping
point for economic change. Emergence: Complexity and Organization, 10(3),1-8.
62.Martin, R. L., & Osberg, S. (2007). Social entrepreneurship: The case for
definition. Stanford Social Innovation Review, 15(2), 28-39.
63.McCormack, K., & Trkman, P. (2009). Supply chain risk in turbulent
environments-A conceptual model for managing supply chain network risk.
International Journal of Production Economics, 119(2), 247-258.
64.Miller, D., Friesen, P. H., & Mintzberg, H. (1984). Organizations: A quantum
view. McGill University.
65.Mitchell, D., & Coles, C. (2003). The ultimate competitive advantage: secrets
of continually developing a more profitable business model. San Francisco,
Berrett-Koehler Publisher.
66.Mitchell, D. W., & Coles, C. B. (2004). Business model innovation
breakthrough moves. The Journal of Business Strategy, 25(1), 16-26.
67.Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur’s business
model: toward a unified perspective. Journal of Business Research, 58(6),
726-35.
68.Nguyen, N., & Leblanc, G. (2001). Corporate image and corporate reputation
customers’ retention decision in services. Journal of Retailing and Consumer
Services, 8(4), 7-236.
69.OECD (1999). Social enterprises. OECD Publisher.
70.OECD (2003). The non-profit sector in a changing economy. OECD publisher.
71.Osterwalder, A.,& Pigneur, Y. (2002). An e-business model ontology for
modeling e-business, Proc”.15th Bled Electronic Commerce Coference, June.
72.Osterwalder, A., & Pigneur, Y. (2004). An ontology for e-business models in
value creation from e-business models, Butterworth-Heinemann.
73.Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying business
models: origins, present, and future of the concept. Communications of the
Association for Information Systems, 16(1),1-25.
74.Patton M. Q. (1990). Qualitative evaluation and research methods. Thousand
Oaks, London, New Delhi: Sage.
75.Porter, M. E. (1980). Competitive strategy: techniques for analyzing
industries and competitors. New York: Free Press.
76.Porter, M. E. (1985). Competitive advantage: creating and sustaining superior
performance. New York: Free Press.
77.Porter, M. E., & Mark R. K. (2006). Strategy and society: The link between
competitive advantage and corporate society responsibility. Harvard Business
Review, 84(12), 78-92.
78.Porter, M. E., & Kramer, M. (2011). Creating shared value. Harvard Business
Review, 89(1/2), 62-77.
79.Prabhu, G. (1999). Social entrepreneurship leadership. Career Development
International, 4(3), 140-145.
80.Prahalad, C. K., & Hamel, G. (1990). Core competence of the corporation.
Harvard Business Review, (May-June), 79-91.
81.Quinn, R. E. (1983). Organizational life cycles and shifting criteria of
effectiveness: Some preliminary evidence. Management Science, 29(1), 33-51.
82.Robins, J. A. (1992). Organizational considerations in the evaluation of
capital assets: Toward a resource-based view of strategic investment in
firms. Organization Science, 3(4), 522-536.
83.Sauer, C., & Willcocks, L. (2003). Establishing the business of the future:
The role of organizational archechture and information technologies. European
Management Journal, 21(4), 497-508.
84.Schorr, John E., (1998). A guide to state-of-the-art techniques and
strategies. John Wiley & Sons.
85.Schwartz, M. S., & Carroll, A. B. (2003). Corporate social responsibility:
A three-domain approach. Business Ethics Quarterly,, 13 (4), 503–530.
86.Schweizer, L. (2005). Concept and evolution of business models. Journal of
General Management, 31(2), 37-56.
87.Scott, B. R. (1971). Stages of corporate development. Boston, MA: Harvard
Business School Press.
88.Seelos, C., & Mair, J. (2007). Profitable business models and market creation
in the context of deep poverty: A strategic view. The Academy of Management
Perspectives, 26(3), 49-63.
89.Shaw, E. (2004). Marketing in the social enterprise context: Is it
entrepreneurial. Qualitative Market Research: An International Journal, 7(3),
194-205.
90.Shaw, E. & Carter S. (2007). Social entrepreneurship: Theoretical antecedents
and empirical analysis of entrepreneurial processes and outcomes. Journal of
Small Business and Enterprise Development, 14(3), 418-434.
91.Slywotzky, A. J., & Wise, R. (2003). How to grow when markets don’t. New
York: Warner Books.
92.Smith, K.G., Mitchell, T. R., & Summer, C. E. (1985). Top level management
priorities in different stages of the organizational life cycle. Academy of
Management Journal, 28(4), 779-820.
93.Standford GSB, (2001). http://www.gsb.standford.edu/ces/social
-entreprenuship.htm/.
94.Standford GSB, (2008). http://www.gsb.standford.edu/ces/social
-entreprenuship.htm/.
95.Stahler, P. (2002). Business models as an uni tof analysis for strategizing.
Patrick.Staehler@alumni.unisg.ch. .
96.Stickney, Peter F. (1999). Technical manuscript review on file at: U.S.
Department of Agriculture .Government Document.
97.Strnadl, Christoph F. (2006). Information systems management. Peer Reviewed
Journal, 24(4), 67.
98.Social Enterprise London, (2002). Social enterprise guide to health & social
care for the elderly. London:Social Enterprise London.
99.Swanson, L. A., & Zhang, D. D. (2011). Complexity theory and the social
entrepreneurship zone. Emergence:Complexity and Organization, 13(3), 39-56.
100.Tapscott, D., Ticoll D., & Lowy A. (2000). Digital capital: Harnessing the
power of business webs. Boston, Massachusetts: Harvard Business School Press.
101.Teece, D. (2008). Human explicating dynamic capabilities: The nature and
microfoundations of (sustainable) enterprise performance. Strategic
Management Journal, 28(13), 319-1350
102.Teece, D. (2010). Business models, business strategy and innovation.
Long Range Planning, 43(2), 172-194.
103.Teece, D. (2012). Dynamic capabilities: routine versus entrepreneurial
action. Journal of Management Studies, 49(8), 1395-1401.
104.Thompson, J., Alvy, G., & Lees, A. (2000). Social entrepreneurship: A new
look at people and the potential. Management Decision, 38(5), 328-338.
105.Timmers, P. (1998). Business models for electronic markets. Electronic
Markets, 8(2), 3-8.
106.Torbert, W.R. (1974). Pre-bureaucratic and post-bureaucratic states of
organization development. Interpersonal Development, 5(1), 1-25.
107.Tracey P. & Jarvis O. (2007). Toward a theory of social venture franchising.
Entrepreneurship: Theory and Practice, 31(5), 667–685.
108.Trkman, P., & McCormack, K. (2010). Estimating the benefits and risks of
implementing e-procurement. IEEE Transactions on Engineering Management,
57(2),338-349.
109.Venturesome (2008). Financing civil society:A practitioner’s view of the
UK social investment market. Charities Aid Foundation.
110.Venkatraman, N., & Henderson J. C. (1998). Real strategies for virtual
organizations. Sloan Managemen, Review, 40(1), 33-48.
111.Waddock, S.A. (1991). A typology of social partnership organizations.
Administration & Society, 22(4), 480-515.
112.Waddock S A ., & Graves S B. (1997). The corporate social performance
-financial performance link. Strategic Management Journal,18(4), 303–319.
113.Weisbrod, B. A. (1998). To profit or not to profit: The commercial
transformation of the nonprofit sector. Cambridge: Cambridge University
Press.
114.Wilkinson, J., & Bittman, M. (2002). Volunteering: The human face of
democracy. Social Policy Research Centre, University of New South Wales.
Sydney: SPRC.
115.Wood, D. (1991). Corporate social performance revisited. Academy of
Management Review, 16(4), 691–718.
116.Wymer, Jr., Walter, W., & Samu, S. (2003), “Dimensions of Business and
Nonprofit Collaborative Relationships.” In: Wymer Jr.,Walter W. & Samu,
Sridhar (eds.), Nonprofit and Business Sector Collaboration:Social
Enterprises, Caused-Related marketing, Sponsorships, and Other Corporate
-Nonprofit Dealings. Journal of Nonprofit & Public Sector Marketing,
11(1), 3-22.
117.Yin, R.K. (2003). Case Study Research, Thousand Oaks, C.K.:Sage.
118.Young & Dennis. (2001). Social enterprise in the Unite States: alternate
identities and forms, paper for The EMES conference , The social enterprise:
A comparative perspective, Italy, December.
119.Yunus, M., Moingeon, B., & Lehmann, C. L. (2010). Building social business
model: lessons from the Grameen experience. Long Range Planning, 43(2),
308-325.
120.Zairi, Mohamed. (1997). Business process management: a boundaryless approach
to modern competitiveness. Mohamed Zairi, Business Process Management
Journal, 3(1), 64 – 80.
121.Zott, C., & Amit, R. (2007). The fit between product market and business
model: implications for firm performance. Strategic Management Journal,
29(1), 1-26.

 
 
 
 
第一頁 上一頁 下一頁 最後一頁 top
:::
無相關著作
 
QR Code
QRCODE