| Summary: | 碩士 === 南華大學 === 非營利事業管理研究所 === 98 === Recent trends have witnessed the increased interests in the study of Social Enterprises. Non-profit organizations sometimes are forced to consider if they need to shift to become social enterprises so that they can control their income streams more directly. This is especially the case for organizations of physically and mentally disabled in Taiwan. Why do non-profit organizations transform into social enterprises? How do they execute their strategies? What are the results of enterprising? These are the research issues raised in this study. Joy Poliomyelitis Care Association(JPCA) of Changhua County is chosen as the study object in order to explore the decisions, the process, and also the outcomes of enterprising a non-profit organization.
Theories and models in Strategy choice, Resource Dependence, and Institutionalism are discussed and then integrated to study the strategic process of JPCA’s decision to be involved in becoming a social enterprise. In-depth interviews with various leaders, staff, and members of JPCA, with secondary documents collected from various sources, are used to verify the issues raised concerning the possible success, conflicts, and trajectories of enterprising a non-profit organization.
Some of the findings of this research follows. Firstly, strategic choices are not completely rational. Strategies are formed partially to rationally reflect subject expectations of the organization, on the one hand, and they are also affected by external resources and internal traditions and culture, on the other. Enterprising a non-profit organization such as JPCA do help the disabled to become self-dependent since new jobs are created through setting up new business. A capacity-building effect also occurs in the organization since the organization needs to shape up in many aspects so that it can have profit. However, gains are not without costs. For one thing , a nonprofit organization may face goal-displace problem when it transforms into a social enterprise. Donators may withhold their contributions since the organization has begun to make money. Organizational culture may also change into a more result- and efficiency-oriented nature. These are the issues that decision-makers have to consider before they lead their organization to jump on the bandwagon of social enterprises. Above and beyond these, contextual factors such as governmental policies, regulatory procedures, financing supports, and societal acceptance are also needed if social enterprises are to succeed in Taiwan.
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