| Summary: | 碩士 === 國立臺灣大學 === 國際企業學研究所 === 104 === Firm plays a significant role in the capitalism system. However, during recent years, from the financial tsunami to adulterated food, the whole society had paid tremendous costs resulted from profit-maximization goals and mangers’ greediness. More fundamentally, most of the enterprises tend to ignore the undesired effect they may create on stakeholders during their profit-seeking processes. Within such context of development, the initiative and law-making movement of B-corporation, which aims at balancing stakeholders’ interests while creating value has received great attention during recent years. Yet, systematic research on the theoretical foundation and practical obstacles of B-corporation is still lacking, which motives the present research. We therefore undertake a qualitative research approach to explore B-Corporation and its reflection and realization of the concept of stakeholder management. In addition, we explore how the certification of B-corporation has been diffused and what obstacles been faced in Taiwan during the past few years. By so doing, our research could contribute to the emerging movement of stakeholder management in general, B-corporation in particular.
The present study basically applies two research methods, namely in-depth interviews and literature review. Based on in-depth interviews with nine chief executives from certified B-Corp in Taiwan, we are able to summarize both positive and negative experiences and understand the opportunities and challenges faced by Taiwanese companies in applying for certification. Next, based on literature review, we are able to sketch theoretical development of the stakeholder management theory and compared it with the institutional framework of B-Corp in order to conclude their similarities and differences on the core concept of stakeholder. Finally, combining the above-mentioned methods and collected data, we further analyzed the institutional context of successful international companies and the economic attributes of Taiwan and suggest a three-stage strategy to promote B-Corp in Taiwan.
To sum up, we found that the stakeholder theory and B-Corp framework are similar in core values and reformed targets while they are different in the extent of stakeholders, sense of equality and ability to compare. In addition, we also found that abundant numbers of small-and-medium sized firms constitute as favorable opportunities to promote B-Corp. while several obstacles exist, including understanding of B-Corp concept, constraints on promotion resources, language and culture gaps and benefit assessment and balance, among others. Therefore, we recommend a three-stage strategy for the movement of B-Corp. In the short term, one shall focus on SMEs in B2B services and manufacturing while make efforts to establish the B lab in Taiwan in the middle term. Finally, in the long run, one shall concentrate upon MNEs to maximize overall impact on the society. Practical implications and suggestions for future research are also discussed.
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