非營利組織策略聯盟之研究－以教育基金會終身學習列車為例

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Title:	非營利組織策略聯盟之研究－以教育基金會終身學習列車為例
Other Titles:	The Strategic Alliance of Nonprofit Organizations: A Study on the Education Foundation's ＂Lifelong Learning Train＂ Program
Authors:	曾清芸 Tseng, Ching-yun
Contributors:	非營利事業管理研究所傅篤誠 Duu-Cheng Fuh
Keywords:	教育基金會;策略聯盟;公私協力;非營利組織 Nonprofit Organization;Public-private Partnership;Lifelong Learning;Strategic Alliance
Date:	2005
Issue Date:	2015-07-06 16:17:24 (UTC+8)
Abstract:	為了遂行政府「終身學習」教育政策，教育部社教司於民國八十八年籌辦「終身學習列車」方案，於民國八十九年正式推出後，造成各界迴響。各級政府爭相仿傚，認為此乃首創政府有效運用非營利組織策略聯盟推行政策的成功模式。　　　本研究以終身學習列車之列車長（整合者）及子列車（聯盟成員），以及教育部做為研究對象。目的擬透過非營利組織策略聯盟之研究、理論與實例，探討策略聯盟之形成、運作與執行，探討其成功因素與績效，並試圖發現其中須突破的障礙，加以提出改善建議，尋求往後非營利組織間，及與政府、企業策略聯盟之道，協助對政府在推展非營利組織策略聯盟，同時亦可鼓勵非營利組織參與策略聯盟之重要參考依據。　　　研究方法採用個案分析法，搜集非營利組織策略的相關文獻，並以參與「終身學習列車」相關之教育基金會與教育部做質性訪談，期望探求組織間合作模式及未來運作建議。　本研究主要結論如下：　　策略聯盟達到改善非營利組織的困境：1.合作利多於弊，聯盟仍有改善空間。2.掌握成功關鍵要素，提高聯盟成功機率。3.聯盟需積極培養整合者。4.深化組織核心能力，早日遂行使命願景。5.政府與非營利組織間的協力關係，仍需改善。　　　策略聯盟運作的未來展望：在聯盟開始形成階段時應明訂目標，以吸引聯盟成員進入，並統整核心能力。在聯盟形成期需體認聯盟使命確認目標、議決策略，才能有一致方向及結合各方資源導入。而聯盟運作期要議決方案，分工分作，為社會服務，滿足社會需求。在聯盟執行與成效期成果結報並分享之。最後於轉換聯盟特性階段須與成員充份溝通未來目標方向，重新審視社會需求，創新議題，重組聯盟特性。　本研究提出下列建議：　　政府方面：1.貫徹政策，但需定期檢討。2.重效率，也應重視品質與效能。3.跨部會政府資源整合。4.重視南北平衡，鼓勵中南部與在地型基金會擔任聯盟整合者。　　　非營利組織方面：1.保持既抗衡又互補的角色，才不致失去獨立自主性格。2.培育聯盟整合者，確立評估機制，掌控關鍵成功要素及運作時程。3.積極發展核心能力，增強組織競爭優勢。4.維持友善夥伴關係，避免角色錯誤期待。5.創造聯盟品牌價值，吸引政府及企業資源導入。6.成功經驗交流，參訪國際組織。　　The Strategic Alliance of Nonprofit Organizations: A Study on the Education Foundation’s “Lifelong Learning Train” Program　　　In order to fulfill the Government’s educational policy of “Lifelong Learning,” the Department of Social Education of the Ministry of Education designed the “lifelong learning train” program in 1999. Other ministries of the Government followed suit, believing that this initiative is a successful model of an effective collaboration between the Government and Nonprofit Organizations (NPOs). 　Research Objectives　　The objectives of this study include the integrator, NPOs, and the Ministry of Education. The study utilizes the research, theory and illustrations of the strategic alliance of Nonprofit Organizations (1) to discuss the formation, operation and execution of the strategic alliance; (2) to analyze the key factors which make it successful; (3) to determine which factors hinder further breakthrough and suggest ways to improve. 　Purposes of the study　　The purpose of this study is (1) to assist the collaboration of NPOs—among themselves and with the Government—(2) to help the Government promote the strategic alliance of NPOs, and (3) to encourage alliance between NPOs by serving as an important reference.　Research Methodologies　　This study adopts the case analysis method based on relevant documents of the strategic alliance among NPOs. The research also implements qualitative interviews to probe into the relevant process of NPOs and the Ministry of Education in the “lifelong learning train” program. 　　　The outcome of this research is as follows:1.It is more beneficial to take the cooperative approach, but there is still room for improvements to be made within a strategic alliance.2.Clearer duty, responsibility and performance evaluation norms. Control key success factors. And improve success rate of an alliance.3.A strategic alliance can enhance the core capability of the integrator.4.Better collaborative relationship among the Government and Nonprofit Organization.5.The lifelong learning train should also be integrated more in southern Taiwan to create greater balance in the North and South.
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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