Research on the impact of organization in co-opetition relationship on organizational effectiveness - A case study of co-opetition organization of Natural Center of Forestry Bureau

• Main Authors: Chang, Chung-Pin, 張鐘賓
• Other Authors: Li, Ching
• Format: Others
• Language: zh-TW
• Online Access: http://ndltd.ncl.edu.tw/handle/726g53

碩士 === 國立臺灣師範大學 === 運動休閒與餐旅管理研究所 === 106 === In recent years, the awareness of environmental protection has been risen, and the market of environmental education has become increasingly competitive. In addition, with the enactment of the Environmental Education Act and related regulations, the expansion of the environmental education industry has accelerated gradually. Therefore, this study took the co-opetition relationships of the Forestry Bureau Nature Center (NC) as an example, and there were the research purposes below. (i) To discuss the service unit and the co-opetition identity category of the co-opetition relationships of the NC. (ii) To discuss the evaluation of the organizational effectiveness of the NC by the different co-opetition category groups. (iii) To discuss the evaluation of their own organizational effectiveness by the different co-opetition category groups. (iv) To discuss the impact of the organizational effectiveness of the NC on its co-opetition relationships. The results of the study were: (i) The certificate environmental education facilities and the legal foundations tended to be the complementors for customers. The groups managed by county tended to be complementary for supplier. The juridical associations tended to be the complementors for both customers and suppliers. (ii) The environmental education industry recognized the “natural resources” of the NC. Otherwise, the “humane resources” was less recognized. (iii) Through cooperation with the NC, the co-opetition organizations enhanced the effectiveness of organizational participation, local resources, community interactions, strategic alliances, learning and growth, and innovation capabilities, to obtain the resources from the suppliers. (iv) By understanding the effectiveness of the NC, all co-opetition organizations improved its internal energy and the ability of goals setting.The competitors improved their organizational improvements, the interpersonal relationships and the goals setting; the complementors improved its organization morale and personnel management. This study suggests that (i) The organizations in the environmental education industry should maintain cooperation with the NC to enhanced the knowledge and technology exchange. (ii) The NC should continues to work hard on the effectiveness of “humane resources”. (iii) The organization need clearly define the co-opetition relationship with the NC, so that the complementor or competitor can apply the the corresponding effect to improve their organization effectiveness.