工作整合型社會企業擴展策略與組織能力關係之研究

The Relationship between Scaling Strategies and Organizational Capabilities in Work Integration Social En terprises

社會企業是一種解決社會問題的途徑，其擴展代表的經濟效益的增加與影響力的擴大。近年社會企業擴展研究與日俱增，惟鮮有探討策略與組織能力間關係。本文先彙整歸納擴展策略類型，復以SCALERS模型為基礎，運用DANP (DEMATEL-based ANP)方法進行分析。比較6家工作整合型社會企業後發現：1.受訪個案同時皆導入組織成長途徑數項策略；2.高階管理者最重視創造收益、刺激市場力量與溝通；3.相同策略下個案企業對人事、結盟、遊說與複製能力的認知差異較大，推測與商業模式、核心產品以及政策環境有關。最後建議可以市場滲透策略為之基礎，並在強化創造收益、刺激市場力量與溝通能力。

Social enterprises are hybrid organizations that merge traditional business practices with an embedded social purpose, representing a novel approach to addressing social issues. Scaling poses a significant challenge for these enterprises, as it not only allows for economies of scale but also amplifies their social impact. Although scaling has been extensively examined from strategic and organizational capability perspectives, few studies have delved into the interplay between these dimensions. This research begins by delineating various scaling strategies and then investigates the relationship between these strategies and organizational capabilities, utilizing the SCALERS model and the DEMATEL-based ANP method. Data were collected from 12 senior managers across 6 Work Integration Social Enterprises (WISEs). The findings indicate that these enterprises employ an organizational growth approach incorporating strategies such as market penetration, product development, market development, and diversification. Among the seven organizational capabilities, earnings-generation, market stimulation, and communication are crucial during scaling. The significance attributed to staffing, alliance-building, lobbying, and replication capabilities varies among managers, even within WISEs that implement identical strategies. This variance likely stems from differences in business models, the labor-intensive nature of their operations, and the surrounding policy.