| dc.contributor.advisor | 郭炳伸 | zh_TW |
| dc.contributor.advisor | Kuo, Biing-Shen | en_US |
| dc.contributor.author (Authors) | 林文衡 | zh_TW |
| dc.contributor.author (Authors) | Lin, Wen-Heng | en_US |
| dc.creator (作者) | 林文衡 | zh_TW |
| dc.creator (作者) | Lin, Wen-Heng | en_US |
| dc.date (日期) | 2020 | en_US |
| dc.date.accessioned | 2-Sep-2020 11:53:08 (UTC+8) | - |
| dc.date.available | 2-Sep-2020 11:53:08 (UTC+8) | - |
| dc.date.issued (上傳時間) | 2-Sep-2020 11:53:08 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0105932034 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/131527 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 經營管理碩士學程(EMBA) | zh_TW |
| dc.description (描述) | 105932034 | zh_TW |
| dc.description.abstract (摘要) | 文章中首先指出大環境的快速變遷，一個全國性的企業贊助型基金會如何在有限的生命週期內，發揮自身的優勢條件，採取最適當的策略，精確的在公益領域中找到最適合自己條件的「定位」。定位是組織核心的工作，決定組織未來發展方向，基金會歷經八年的海外義診過程，組織的發展遇到了瓶頸，為了永續的發展，無論是組織的型態，運作模式，規模經濟，範疇經濟都需要重新的調整「定位」。本章從研究背景，動機，目的探討都是繞著找出一個永續發展的新定位主題在論述。第二章是討論義診的現況與在柬埔寨從事義診所遇到的困難，解決方案，與適應性的評估等，其中的重點是在反思的部份，這是八年來經驗的心得檢討，也說明了我們為何要調整定位的原因，2006年諾貝爾和平獎得主尤努斯說 :「慈善事業無法解決貧窮問題，卻讓我們逃避去擔心窮人的責任，它有時會蒙蔽我們的良知。」這段話很值得我們深自檢討，也充分的表達了作者寫此章節時的心有戚戚焉。第三章是一個轉折的章節，組織發展自此由現在式進入將來式，策略議題的分析開始加入，首先陳述組織的發展歷程，從永續經營的多元化發展主題延伸到垂直整合與水平整合二個子策略的運用。在國內、國外不同的時空環境下進行變革來調整組織的定位，改變組織的結構，開拓組織發展的前景。第四章開始詳述垂直整合策略的內容，將第二章中所提到的義診遇到的問題，用SWOT 分析的方法與BSC的四大構面交叉比對，採用SO, WO, ST策略模式分析出訂定具體需要執行的工作，透過分析，找到關鍵議題與研擬有效對策，應用在日後緬甸的義診中避免重蹈柬埔寨義診的覆轍。第五章多角化的經營是組織全球化佈局的前奏，以五力分析與Canvas 模式分析法探索這個新興行業的優勢競爭條件為何，找出可行的對策方針。至於在財源的募集策略上，基金會將反守為攻，引進企業的營利模式，抓緊大健康產業的龐大商機，以母集團的財力後盾，加速設置大型長照老人照顧機構，從資本市場上募集財源，以提供基金會永續發展的資金需求。最終第六章是從一個第三部門的角色對組織的使命做一個全面的檢視，是否基金會有扮演好第三部門的角色，協助政府在經濟，社會，環境三者之間平衡發展上貢獻，創造永續的價值，讓「共好社會」的願景得以早日實現。 | zh_TW |
| dc.description.abstract (摘要) | The article points out how a national corporate-sponsored foundation exerts its own advantages, adopts the most appropriate strategies, and accurately finds the “position” that is the most suitable for its own conditions within a limited life cycle under the rapid change of the general environment. Positioning is the task of the core organization, determining the future development of the organization. Through eight years of overseas free clinic events, the development of the organization has encountered a bottleneck. For the sake of sustainable development, the formation, operating model, economies of scale, and economies of scope of the foundation require a re-adjusted “position.” The chapter aims at finding a new position for sustainable development, regardless of studying background, motives, or purposes.Chapter two discusses the current conditions of free clinic events as well as the difficulties that occurred, solutions, and adaptability assessment when providing free clinic events in Cambodia. The reflection part thereof shall serve as the emphasis; as the review and reflection for the eight-year experiences, which also explains the reason that we have to adjust our position. “But charity is no solution to poverty. Charity only perpetuates poverty by taking the initiative away from the poor. Charity allows us to go ahead with our own lives without worrying about the lives of the poor. Charity appeases our consciences,” said Yunus, the Nobel Peace Prize Laureate for 2006. These words are worthy of our deep reflections, and they also fully expressed how the author resonated when writing this chapter.Chapter three is a turning point; the organization`s development enters into the future tense from the present tense with the introduction of analysis for strategic issues. It starts with the description of the organizational development and extends to the utilization of two sub-strategies, vertical integration and horizontal integration, from the diverse development of sustainable operations. It aims to carry out reformation under the different environments at home and abroad to adjust the organization`s position, transform the structure of the organization, and expand the outlook of the organizational development.Chapter four begins to detail the content of the vertical integration strategy, which utilizes SWOT analysis and cross-comparison of the four aspects under BSC for the problems encountered for volunteer medical consultation mentioned in chapter two, adopts SO, WO, and ST strategic models of analysis, and establishes the tasks to be performed. Through analysis, it finds the critical issues and prepares effective counter plans to be applied during the free clinic events in Myanmar, so as to avoid the same problems encountered during the free clinic events in Cambodia.Chapter five signals that the diversified operation is the prelude to the global layout of the organization. It utilizes the Porter five forces analysis and Canvas model analysis to explore the competitive advantages of the emerging industry and arrives at feasible countermeasures. Regarding fundraising strategies, the foundation will turn the tables on the attackers to introduce the profit-making model of corporates and grasp the enormous business opportunities of the Big Health industry. It will accelerate the setup of long-term care facilities with the funding of its parent company and raises funds from the capital market to provide for the capital needs of the foundation’s sustainable development.Chapter six presents a comprehensive inspection of the organization’s missions concerning its role as the third sector. It assesses whether the foundation plays its part as a third sector, assists the government in making contributions to the balanced development of the economy, society, and environment, creates sustainable values, and allows the early realization of the “shared community” prospect. | en_US |
| dc.description.tableofcontents | 謝 辭 i摘 要 iiAbstract iv目 次 vi表 次 viii圖 次 ix第一章 緒論 1第一節 背景與動機 1第二節 研究目的 2第三節 研究範園 2第四節 研究架構及方法 3第二章 個案研究 4第一節 個案背景 4第二節 柬埔寨義診的現況 8第三節 義診的適當性評估 13第四節 義診的反思 15第三章 永續經營的多元化發展 17第一節 組織的演化歷程 17第二節 影響發展的重要因素 18第三節 發展的具體作法 20第四章 垂直整合策略 22第一節 緬甸新市場開發 22第二節 策略的執行 23第三節 SWOT 分析 26第五章 水平整合策略 33第一節 創新與變革 33第二節 五力分析 36第三節 產學合作商業模式 42第六章 結論 47參考文獻 50附 錄 52 | zh_TW |
| dc.format.extent | 2888963 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0105932034 | en_US |
| dc.subject (關鍵詞) | 非營利組織 | zh_TW |
| dc.subject (關鍵詞) | 永續經營 | zh_TW |
| dc.subject (關鍵詞) | 定位策略 | zh_TW |
| dc.subject (關鍵詞) | 規模經濟 | zh_TW |
| dc.subject (關鍵詞) | 垂直整合策略 | zh_TW |
| dc.subject (關鍵詞) | 水平整合策略 | zh_TW |
| dc.subject (關鍵詞) | SWOT分析 | zh_TW |
| dc.subject (關鍵詞) | BSC平衡計分卡 | zh_TW |
| dc.subject (關鍵詞) | 多角化的經營 | zh_TW |
| dc.subject (關鍵詞) | 五力分析 | zh_TW |
| dc.subject (關鍵詞) | Canvas商業模式 | zh_TW |
| dc.subject (關鍵詞) | 長照2.0 | zh_TW |
| dc.subject (關鍵詞) | 共好社會 | zh_TW |
| dc.title (題名) | 非營利組織之永續經營 以臺雅國際慈善基金會為例 | zh_TW |
| dc.title (題名) | Sustainability Strategy for Non-Profit Organization A Case Study of TY International Charitable Foundation | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 參考書目 :1. 司徒達賢，(1999)。非營利組織的策略管理。台北市：天下文化。2. 司徒達賢，(2005)。策略管理新論。台北市：智勝文化。3. 司徒達賢，(2017)。管理學的新世界。台北市：遠見天下文化出版股份有限公司。4. 吳安妮，(2018)。策略形成及執行：以BSC為核心，為企業創造「利」與「力」。台北市：臉譜出版。5. 官有垣、陸宛蘋、陳錦棠。(2011)。非營利組織的評估。台北市：洪葉文化事業有限公司。6. 林淑馨，(2016)。非營利組織概論。新北市：巨流圖書公司。7. 吳思華，(2003)。策略九說。台北市：城邦文化事業股份有限公司。8. 高寶華，(2006)。非營利組織經營策略與管理。新北市：華立圖書。9. 陳建豪、王馨儀，(2018)。一路向西非。台北市：遠見天下文化。10. 莊秀美，(2012)。營利部門與非營利部門顧照顧服務提供之競合。基隆市：松慧有限公司。11. 麥可．波特Michael E. Poter，(2020)。新五力分析：競爭論。台北市：天下文化。12. 張明輝、吳德豐，(2016)。創造企業與社會的永續。台北市：財團法人資誠教育基金會。13. 彭懷真，(2014)。非營利組織 12 理。台北市：洪葉文化。14. 蕭新煌、官有垣、陸宛蘋，(2009)。非營利部門：組織與運作。新北市：巨流圖書公司。網站資料：1. IHME (2017), Cambodia：How long do people live?from: http://www.healthdata.org/Cambodia2. World Health Organization (2016), Cambodia-WHO Country Cooperation Strategy 2016–2020, from: https://www.who.int/countries/khm/zh/3. 衛生福利部 (民105年12月)。長期照顧十年計畫2.0（106~115年）(核定本)。檢自:https://www.mohw.gov.tw/dl-46355-2d5102fb-23c8-49c8-9462-c4bfeb376d92.html4. 蔡晏潭 (創新長照)(2019)，【設立長照社團法人挑戰3】經營權、財產權、機構設置的因應。檢自: https://www.ankecare.com/2019/15686 | zh_TW |
| dc.identifier.doi (DOI) | 10.6814/NCCU202001382 | en_US |
