「向下扎根！」社會企業組織學習之研究–以工作整合型社會企業為例

本研究旨在理解社會企業實踐理念過程中，因理念與環境信念不一致導致的內外部挑戰、社會企業如何面對這些挑戰，且從面對這些挑戰的過程中，組織又學習到哪些內涵。為達成前述之目的，也為避免社會企業多元類型分散研究焦點，本研究以工作整合型社會企業為研究對象，採質性研究方式，並以深度訪談法，訪談社會企業之創辦者或管理者，共八位。研究發現六項「會影響或阻礙理念達成之現狀/狀況VS.社會企業欲達成之理念變遷」，與社會企業理念不一致之環境挑戰與兩難，並結合學習型組織觀點與組織面對挑戰之經驗，呈現組織（可）學習之內涵，最後，則依據研究發現提出社會企業在面對挑戰時之策略與經營管理建議：一、兼具社會與經濟目標是來自對長期觀點的堅持；二、持守組織本質並建立明確界線；三、強化組織成員達成生命價值及能力轉換的意念；四、凝聚願景共識與注意一體關係的維持；五、藉由合作衝突發展相互搭配的能力；六、積極覺察慣性運作模式並指認錯誤之處。

關鍵字

社會企業；學習型組織；組織學習

並列摘要

This study aims to understand when social enterprises practice their philosophy, how social enterprises deal with challenges from disparities between social enterprise’s business philosophy and environmental belief, as well as what social enterprises have learned by handling those challenges. To accomplish the purposes of this study and avoid a distraction from central issues of the study, the study focuses on Work Integration Social Enterprise, which is a type of social enterprise, rather than multiple social enterprise types. Also, the study was conducted by adopting qualitative research methods and interviewing founders or managers of social enterprises — totally there were eight through in-depth interviews. The research found six current situations or conditions that would influence or prevent social enterprises from reaching their goals VS. the goals of business philosophy changing that social enterprises aimed at; those are challenges and paradoxes resulting from the inconsistency between the social enterprise’s business philosophy and circumstances. Also, the research integrated the views of learning organization and the experience of how social enterprise faced challenges to form the content of organizational learning. Finally, according to research findings, the research proposed strategies and suggestions for social enterprises to deal with challenges and manage businesses: Frist, to insist on long-term perspectives is the key to achieve both social and economic goals. Secondly, social enterprises have to adhere to organizational nature and build clear organization boundary. Thirdly, social enterprises should help strengthen organizational members’ will to transfer their value of life and capability. Fourth, social enterprises should put efforts on aggregating vision consensus and maintaining an organic whole. Fifth, develop the ability to coordinate with each other by using collaborating conflicts. Lastly but not least, proactively be aware of the routine business operation and point out the faults.