| Summary: | 碩士 === 世新大學 === 行政管理學研究所(含博、碩專班) === 103 === The study aims to explore the feasibility of NPOs (non-profit organization) evolving into social enterprises by exemplifying ‘Q association’ as a case study. Strategic actions, created as a result of interactions among specific stakeholders in the environmental network taken place in stages from Q association’s initial stage, transition and evolution of cross-strait relationship development, are applied to interpret the imperative evolution of the organization attributes. After employing qualitative approach of data collection and analysis through literature review, participative observation and in-depth interview, the findings and suggestions are as follows:
1. For the sake of finance sustainability, Q association needs enhance the expertise and uniqueness of its service and programs while stressing the ‘beneficiaries pay’;
2. To assure its nature of public interest, Q association needs highlight its serviceability and sociality to manifest its established core values for cross-strait exchanges;
3. Mechanism of pre-evaluation and post-analysis needs be institutionalized in order to assure Q association’s quality and branding image.
4. Q association should institutionalize its regular exchange service mechanism on internal control and risk management.
5. Q association could become more proactive and aggressive by building and plotting collaboration between public and private sectors and involving in molding and decisions of public policies. As for specific issues, events and appeals, Q association could then develop the role as a public platform by enhancing its momentum on information collection and public opinions analysis, and develop its representativeness and influence on cross-strait affairs.
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