A Case Study of Social Innovation on The CAN’s Community Support System

碩士 === 國立政治大學 === 企業管理研究所(MBA學位學程) === 106 === Recently, under the rapid changes of the environment in economy, culture, and international relations aspects, diversified social problems and needs have yet to be solved in the world. As a result, governments, enterprises, social enterprises, and non-p...

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Bibliographic Details
Main Authors: Hsu, Hsiang-En, 許祥恩
Other Authors: Lin, Yeh-Yun
Format: Others
Language:zh-TW
Published: 2018
Online Access:http://ndltd.ncl.edu.tw/handle/55gyt6
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Summary:碩士 === 國立政治大學 === 企業管理研究所(MBA學位學程) === 106 === Recently, under the rapid changes of the environment in economy, culture, and international relations aspects, diversified social problems and needs have yet to be solved in the world. As a result, governments, enterprises, social enterprises, and non-profit organizations have adopted different ways to activate "Social Innovation" and looked forward to solving these problems effectively by values creating through innovative thinking and practices. The case study method is applied for this study. The study focuses on the transformation processes, operation model, innovation practices and social value created of The CAN’s Community Support System. Thus, this study mainly adopted Lin & Chen (2016) ’s method of social innovation analysis. Lin & Chen (2016) proposed to use the 7 transformation processes proposed by Miles and Huberman (1994), the six criteria of social innovation proposed by Tanimoto (2010), and the LERP-PEARL model proposed by Lin (2015) as models for social innovation analysis. These models not only explore the social innovation processes, values, and sustainability of the case, but also examine whether the case has the implication of social innovation. Several conclusions of this study for the causes of effective social innovation are summarized as follows: 1. The organization should establish good relationships of trust and cooperation with stakeholders for accumulating the social capital and properly utilize resources within the network. 2. The solutions or models of social innovation should also consider the perspective of “beneficiaries”. The scope of the models should be able to cover “beneficiaries” 3. The leader should grasp the evolution and growth of the organization, adjust the focus of business operations and develop innovative businesses to meet the community needs and management priorities at all stages. 4. The organization should consider social innovation as a long-term and persistent development. Social impact should be exerted through an organized system and business model.