以資源基礎理論探討非營利組織之經營策略

NHUIR > College of Management > Department of Business Administration, Master/Ph.D Program in Management Sciences > Disserations and Theses(M. A. Program in Nonprofit Organization Management) > Item 987654321/21253

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Title:	以資源基礎理論探討非營利組織之經營策略
Other Titles:	Adoption of Resource-Based Theory to the Strategic Management for Nonprofit Organization
Authors:	何錦玉 He, Jin-Yu
Contributors:	非營利事業管理學系陳宇嘉 Yu-Chia Chen
Keywords:	非營利組織;資源基礎理論;經營策略 nonprofit organizations;resource-based theory;strategic management
Date:	2002
Issue Date:	2015-06-02 09:54:30 (UTC+8)
Abstract:	台灣近年來失業率節節攀升，經濟大幅的衰退，使得不同產業在因應環境迅速及巨烈的變動下，皆需不斷尋求各種因應策略，以求組織在此環境能有穩健的發展。非營利組織面對如此多變]的外在環境，組織為求生存發展，在經營管理的策略上不得不有所因應。現今非營利組織面臨許多的挑戰，如何訂定有效的經營策略是其管理的重點。本研究旨在引用企業之資源基礎理論，試圖為非營利組織經營策略制定尋求新方向。　　本研究採用質化研究，以深度訪談為主，從事初級資料蒐集，並以組織內部相關次級資料佐引為輔。以四家高雄地區的非營利組織為個案，經資料分析後。茲將研究發現條列如下:一、組織之「無形資產」多於「有形資產」;「資產」叉多於「能力」。二、資源培植以人力資源為主要。三、組織內部蘊藏資源，但不易留存，其因多在未設立保護機制。四、型態相近之組織，資源相似性高，區隔性不明顯，使得組織間外部資源之競爭大。五、策略與資源的關係非為絕對，但策略相近之組織，其所擁有之資源一致性高。　　最後，對非營利組織提出之建議是:一、觀念上:「君子務本，本立道生」;「瞭解資源，策略自生」二、做法上:l﹒「資源時盤點;有為才有守」:勤做組織資源之辨識，確認資源存量。2.「保設為職責;培育為優先」:將個人能力重塑成組織的能力。有計劃栽培潛力人才及普遍提昇人力素質，使成為組織之核心資源。3.「變化握於手;機先自當來」:時常做環境評估及掃描，對外部環境的變化，不可漠視。　　In Taiwan, the rate of joblessness and economic decay has increased recently so that industries are forced to draft strategies to response the circumstance in order to develop career firmly. The same thing also emerges on nonprofit organizations which further face more challenge to figure out effective strategies for management. The surveyor adopts the resource-based theory to create core resource and a new direction of strategic management for nonprofit organizations.　　This is an exploratory research based on analysis of case study of four nonprofit organizations in Kaohsiung, and the conclusion is found as follows: 1. The invisible resource is much more than visible one. 2. Human resource train is the important parting in organizations. 3. The potential resource is reach but altered because the defended system is not constructed. 4. The similar organization is not easy to be distinguished so that the competition outside is strong. 5. The relationship between strategies and resource is not absolute but the more the strategy is resembling, the resource they owned is more identical.　　Finally, the surveyor suggests that the thought of understanding resource will bring about strategies should be built and the methods could be done as follows: 1. Always make out the resource stock. 2. Cultivate talents and promote training to transfer human resource into the core part of organization. 3. Evaluate and scan the outside circumstances regularly.
Appears in Collections:	[Department of Business Administration, Master/Ph.D Program in Management Sciences] Disserations and Theses(M. A. Program in Nonprofit Organization Management)

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