中山管理評論

  期刊全文閱覽

中山管理評論  2017/9

第25卷第3期  p.557-586

DOI:10.6160/2017.09.01


題目
『弱勢創新』之路,勝利基金會為例
The Case on Victory Social Welfare Foundation, how to Innovation on Disadvantage
(132_M5a2103a5716e4_Full.pdf 38KB)

作者
岑淑筱/靜宜大學觀光事業學系
Shu-Hsiao Tsen/

Department of Tourism, Providence University


摘要(中文)

本個案主要在分析勝利基金會,如何從身心障礙者的非營利事業組織,成功轉型成為社會企業集團的主要關鍵--如何轉化弱勢為創新,例如:工作流程再設計,而發展出新流程、新產品或新服務。個案中,(1)首先,呈現勝利基金會,如何藉由工作流程再設計,讓弱勢族群能夠彼此以強補弱,達成優勢互補的工作績效表現。(2)其次,也將揭露如何優化組織創新機制、人力資源管理措施,以發展新產品、新服務、新的工作流程,成就其組織績效。 在理論貢獻上,個案主軸在討論身心障礙者社會企業的創新作為;在實務貢獻上,個案故事引導學生討論身心障礙者的社會企業在面對多重劣勢環境下,如何劣勢創新,成功發展新工作流程、新產品、新服務,達成組織績效。

(132_M5a2103a5716e4_Abs.pdf(檔案不存在))

關鍵字(中文)

弱勢創新、社會企業、工作流程再設計


摘要(英文)

This case reveals and identifies key innovating practices for disadvantage and inferiority groups, called ‘‘Victory Social Welfare Foundation”, which demonstrates innovating behavior to turn constraints into creative solutions, such as working process redesign. In the story: (1) First, this case is focused on through the workflow re-engineering, it will make the disabled rely on each other as well as connect with each other to form an advantageous and complementary working network. (2) Second, it also presents how to ultimate it's innovative mechanisms and HR practices for developing new products, new services, and new working flows achieving creative solution, and outperforming its business performance. Theoretically, this case extends and enriches our understanding of the innovation by the social enterprises with mentally or physically disabled persons. In practice, our findings address that disabled groups may turn multiple constraints into creative advantage, so as to make business success by developing new working process, new products or new services.

(132_M5a2103a5716e4_Abs.pdf(檔案不存在))

關鍵字(英文)

Innovation on Disadvantage, Social Enterprise, Working Process Redesign


領域
Case

政策與管理意涵

本個案聚焦於勝利基金會如何從身心障礙者的非營利事業組織,轉型為社會企業的過程,探討如何透過多重障別的互動,利用『強補弱』、『強加強』,彼此『互利共生』、進而『弱勢創新』,發展出新流程、新產品、或新服務的過程。個案故事從現在的成功模式回朔當初的困境,透過(一)、優勢互補,(二)、工作切割、工作流程再設計;同時,強調兩個重點,第一、勝利基金會以身心障礙者為主角,進行工作再設計,第二、透過身心障礙者彼此間『優勢互補』的概念,以強補弱,以強加強;如此一來,身心障礙者就能做到一般人做不到的事情。呼應弱勢創新的概念,探討該組織以『困境求生、突圍求勝』為目標的核心模式,揭示如何透過弱勢創新的方式,發揮互利共生的組織營運綜效。 個案呈現勝利基金會在面臨組織資源、人力限制的困境時,如何在資源受限下,展現翻轉劣勢、弱勢創新、『策略性』人力資源佈局的關鍵作為。相較於一般單一障別的身心障礙慈善機構,勝利基金會服務含括八種障別;所以,其管理的複雜度、與滿足身心障礙者的多元性需求,其困難度更高。如何化解人力弱勢與資源劣勢、發現市場利基的切入點、導入外來資源、開發具有競爭力的產品與服務?並且透過工作流程再設計,使身心障礙者彼此互相支持,互相鏈接,成就『優勢互補』、『彼此成就』、『互利共好』的工作網絡。探討勝利基金會如何形塑其組織『特質分工』、『強弱合作』、『強弱相輔』的工作流程再設計、重組人力資源的協力系統,而達到弱勢創新,突圍求勝的作為。 綜而言之,個案重點聚焦在弱勢族群如何檢視組織限制,藉由突破、創新的人力資源重整、工作流程再設計,化解人力弱勢與資源劣勢,發現市場、贏得商機的歷程。追本朔源,探究勝利基金會的身心障礙朋友如何『弱勢創新,突圍求勝』,克服高門檻的挑戰,?不靠同情跟憐憫,靠自己的能力在市場上,真正實現善心良意、自立利人的願景。


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