Exploration for Social Capital Operation: A Case Study of the Taiwan Lions Club International 300-C1 District

• Main Authors: Ying-ying Chen, 陳盈吟
• Other Authors: Feng-shan Su
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/65473435712968326858

碩士 === 南華大學 === 教育社會學研究所 === 97 === 　　This research adopted each internal Lions Club of Taichung City District of Taiwan, 300-C1 district, of Lions Club International as the research group. And the members and staffs for each Taichung City district were selected as research subjects. The purpose of this study was to understand the phenomenon of social capital operation within the Lions Club in Taichung City district. In addition, this thesis also explored the social capital formation within different organizational incidents or actions. Additionally, how the person who took the action employed manpower, financial assets as well as other resource to establish his personal social capitals within the internal domain. The major research purposes are 1. Through the research subject, this research can understand how the society capital can be of assistance to the members of organization to achieve what the members set out to accomplish. 2. From the action takers personal network and action domain, the capital strength can be acquired. And through the different organizational position within the organization and the symbolic resource which it renders, it is to understand the action taker''s relationship and explore the formation process for interpersonal network. 3. It explores the different society or personal phenomena resulted from social capital application, the case studies include how to possess the energy of social capitals and this will be adopted as the concept and exploration for social capital. 　 　　Research findings indicated that the amount of economical capital owned by the action taker was the major factor impacting the social capital operation. While owning social capital, it could proceed to swaps with different resources. And the action taker had to involve himself through the long term fashion, and through the interactions with organizational members as well as the links with interpersonal network so as to successfully penetrate into the core status and manage to hold on to the "key position" imbued with power and the mobilizing capability. Therefore, the action taker recognized that the action initiation started from acquiring the key position so as to obtain the beneficial resources. Afterward, the value increase of the social capital and transformation would be brought into play at the right time.