企業社會影響力衡量方法學研究

Investigating an applicable typology of Social Impact Measurement

柯文談(Gautam Kamath)

指導教授 ： 曹承礎

共同指導教授 ： 謝冠雄(Dr. Edward Hsieh)

國立臺灣大學/管理學院/企業管理碩士專班/碩士(2010年)

https://doi.org/10.6342/NTU.2010.01015

摘要

無資料

關鍵字

企業社會影響力衡量方法學研究

並列摘要

Social Impact measurement has been a bone of contention for practitioners, researchers and other stakeholders involved in social entrepreneurship. Two main points of view exist – one that social impact cannot be measured and compared across program areas, and therefore demand a unique, case-by-case approach of appraisal, and another that argues that social impact must be measured in an objective and comparable manner so as to retain its usefulness as a tool for judgment and introspection. This research examines both these points of views through the lenses of the tools used for measurement, and draws up a suitable typology to help both practitioners and research understand the intricacies of social impact, and how to measure it. This research takes the position that while an overarching framework is required for comparing results of social enterprises, an integrative typology that helps the practitioner select the right mix of tools is the correct approach to comprehending an increasingly confusing and complex social impact measurement landscape. To this end, this research attempts to draw up such a typology, and paves the way for future research into combinations of different tools, and the evolution of currently popular tools in the field.

並列關鍵字

Social Entrepreneurship ； Social Impact ； Innovation ； Social Enterprise ； Measurement of Social Impact

參考文獻

Charity Navigator, GiveWell, Great Nonprofits, Guidestar, Philanthropedia, & Philanthropy Action. (2009). The Worst (and Best) Way to Pick a Charity This Year, Vol. 2010: Press Release: Authors. Retrieved from http://www.philanthropyaction.com/documents/Worst_Way_to_Pick_A_Charity_Dec_1_2009.pdf

Anthony, R. N., & Young, D. W.(2002). Management Control in Nonprofit Organizations (Seventh Edition). Burr Ridge, IL: McGraw Hill.

Campbell, D. (2002). “Outcomes Assessment and the Paradox of Nonprofit Accountability”, Nonprofit Management and Leadership, 12(3): 243-25

Day, N. E. (2004). “Total Rewards Programs in Nonprofit Organizations”. In R. D. Herman, & Associates (Eds.), The Jossey-Bass Handbook of Nonprofit Leadership and Management, 2nd Edition. San Francisco: Jossey-Bass/Wiley.

Ebrahim & Rajan (2010), “The Limits of Non-Profit Impact: A Contingency Framework for Measuring Social Impact”. Harvard Business School: Working Paper, 10-099.