| Summary: | 碩士 === 國立高雄師範大學 === 事業經營系 === 103 === Key Success Factors in Social Enterprise Business Models
Abstract
In all countries, non-profit organizations play a key role in addressing societal problems. But the recent global economic recession has resulted in the phenomena of "Voluntary Failure," in which the non-profit sector has lost the ability to carry out its mission to serve society. In Taiwan, there are a wide range of development and subsidy programs for sheltered workshops. However, the resulting skills cultivated among the workforce and the goods produced have failed to accord with market demands. This situation has resulted in unclear outcomes and poor operations for these non-profit sector programs. As such, ideas and concepts used by social enterprises in the US and Europe offer new possible solutions for addressing problems in Taiwanese society.
With these issues in mind, the Executive Yuan, the Taiwan government's executive branch, announced in September 2014 the "Project for Social Enterprises Action Plan," which gives social enterprises a clearly defined status. The plan gives the government a legally-based mandate to do the following: assist non-profit organizations in transforming into social enterprises; encourage for-profit corporations to engage in venture capital for public benefit and social entrepreneurship; provide guidance for these ventures to maintain independence and sustainability in their operations. As Taiwan social enterprises lack the ample experience of their counterparts in Europe and the US, it is important to examine the key success factors for social enterprise business models.
However, there is currently a lack of quantitative research on social enterprise business models, as the current body of scholarship is composed of mostly qualitative work. Therefore, in this paper, we use purposive sampling methods with five Taiwanese social enterprises serving as case studies. Adopting Alexander Osterwalder's "Business Model Canvas" as a framework, we designed interview guidelines and carried out semi-structured interviews for these case studies. After compiling data and information from the interviews, a summary of main items was created. This summery was used to produce evaluation criteria for social enterprise business models by employing the Modified Delphi Method with expert panels composed of ten people that included scholars in related fields and business professionals.
Keywords: Social Enterprises, Business Model, Key Success Factors, Analytic Hierarchy Process (AHP), Delphi Method
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