Nonprofit Organization Develop Social Enterprise Business Model in Taiwan: A Case Study of Taiwan’s Large-Scale NPO

Meng-Chueh Hsu,Shang-Yung Yen

doi:10.5539/ibr.v13n1p169

Abstract

Nonprofit organizations take important roles and functions in our modern society. However, because of the fierce competitions in market and the rapid social changes, nonprofit organizations are facing the same management issues with profit making organizations, such as financial difficulties or lack of resources. In this qualitative research, in order to discuss the issue about nonprofit organization transformation from the prospective of nonprofit management and organization transformation, we interviewed a large nonprofit organization in Taiwan, analyzed the results and provided case studies. We also considered about the social enterprise model to explain the concept between nonprofit organization and social enterprise. In our conclusion, we found that when nonprofit organization transformation took a place and changed the service model into the social enterprise model, the reasons are not limited to the management needs but included to provide the more appropriate services and working approaches. Therefore, the difference between the nonprofit organization and the social enterprise is clarified through this research.

Highlights

Since the 1980s, Taiwan’s Non-Profit Organization (NPO) have witnessed the vigorous development
In order to discuss the issue about nonprofit organization transformation from the prospective of nonprofit management and organization transformation, we interviewed a large nonprofit organization in Taiwan, analyzed the results and provided case studies
We found that when nonprofit organization transformation took a place and changed the service model into the social enterprise model, the reasons are not limited to the management needs but included to provide the more appropriate services and working approaches

Summary

Introduction

Since the 1980s, Taiwan’s NPOs have witnessed the vigorous development. After the year of 2000, NPO’s development in Taiwan has reached the top and various types of NPOs appear continuously. The resourceful large-scale NPOs abide by the aim of sustainable operation and begin to reform their service thinking model On one hand, they voluntarily expand the financial source to relieve the financial pressure; on the other hand, they provide various service models to realize the organizational social mission for public goods. They voluntarily expand the financial source to relieve the financial pressure; on the other hand, they provide various service models to realize the organizational social mission for public goods Due to such transformation, people begin to think about the topic to transform NPOs. Faced with the pressure from the external operational environment as well as the process to provide internal service, NPOs must change their traditional method to provide relief-type social welfare service in the past. With one Taiwan’s large-scale NPO as an example, this paper discussed the key factors affecting the transformation of NPOs based on the organizational operation management and the reformation of service model

Methods

Discussion

Conclusion