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。

(183_2017001_Abs.pdf(檔案不存在))

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.

(183_2017001_Abs.pdf(檔案不存在))

于卓民（2021）。企業規模擴增的五大優勢。財訊，637，34。 Yu, C. M. (2021). Five advantages of scaling enterprises. Wealth, 637, 34. 吳正中（2021）。決策實驗室分析法探討社會企業擴展要素－工作整合型社會企業為例。國家與社會，23，55-99。 Wu, C. C. (2021). Application of DEMATEL to the key elements of social enterprise scaling: The case of work integration social enterprises. Journal of State and Society, 23, 55-99. https://www.airitilibrary.com/Article/Detail?DocID=19945736-202112-202202250014-202202250014-55-99 官有垣、王仕圖、杜承嶸（2016）。臺灣社會企業的組織特質與經營管理。載於官有垣、陳錦棠、王仕圖（主編），社會企業的治理：臺灣與香港的比較（83-110頁）。巨流。 Kuan, Y. Y., Wang, S. T., & Duh, C. R. (2016). The organizational characteristics and management of social enterprises in Taiwan. In Kuan, Y. Y., Chan, C. K. & C. R. Duh (Eds.), The comparison of work integration social enterprises in Taiwan and Hong Kong (pp. 83-110). Chuliu. 官有垣、杜承嶸、王仕圖（2018）。工作整合型社會企業的社會影響：臺灣家扶基金會的個案分析。國家與社會，20，1-52。 Kuan, Y. Y., Duh, C. R., & Wang, S. T. (2018). Social impact of work-integrated social enterprises: A case study of Taiwan Fund for Children and Families. Journal of State and Society, 20, 1-52. https://www.airitilibrary.com/Article/Detail?DocID=19945736-201806-201809190004-201809190004-1-52 徐秀燕（2020）。身心障礙庇護工場執行成效評估。勞動部勞動力發展署。 Hsu, H. Y. (2020). Evaluation of the implementation effectiveness of sheltered workshops for people with disabilities. Workforce Development Agency, Ministry of Labor. https://nws.wda.gov.tw/Download.ashx?u=LzAwMS9VcGxvYWQvMS9SZWxGaWxlLzEwMzA3LzUzMjYv5bqH6K235bel5aC05Z%2B36KGM5oiQ5pWI6KmV5Lyw57WQ5qGI5aCx5ZGKLnBkZg%3D%3D&n=5bqH6K235bel5aC05Z%2B36KGM5oiQ5pWI6KmV5Lyw57WQ5qGI5aCx5ZGKLnBkZg%3D%3D 張紹勳（2012）。模糊多準則評估法及統計。五南。 Chang, S. S. (2012). Fuzzy multi-criteria decision making for evaluation methods. Wu-Nan Book Inc. 莊文忠、徐明莉、張鐙文（2009）。非營利組織的議程設定與政策倡議的形成：質化研究的檢證。公共行政學報，33，121-163。 Juang, W. J., Hsu, M. L., & Chang, T. W. (2009). Formulation of policy advocacy and agenda setting in nonprofit organizations: Examinations of qualitative. Journal of Public Administration, 33, 121-163. https://doi.org/10.30409/JPA.200912_(33).0004 經濟部中小企業處（2020）。社會創新大調查。經濟部中小企業處。 Small and Medium Enterprise Administration, Ministry of Economic Affairs. (2020). Taiwan social innovation survey. Small and Medium Enterprise Administration, Ministry of Economic Affairs. https://si.taiwan.gov.tw/Files/Survey/2020/2020-%E7%A4%BE%E6%9C%83%E5%89%B5%E6%96%B0%E5%A4%A7%E8%AA%BF%E6%9F%A5%E5%A0%B1%E5%91%8A%E6%9B%B8.pdf 鄭勝分（2016）。補助或投資？政策工具對社會企業發展之影響。行政暨政策學報，62，127-157。 Cheng, S. F. (2016). Subsidies or social investments? The influence of policy tools on the social enterprise's development. Public Administration & Policy, 62, 127-157. https://doi.org/10.29865/PAP.201606_(62).0003 Agapitova, N., & Linn, J. F. (2016). Scaling up social enterprise innovations: Approaches and lessons. Brookings Institution Press. Alter, K. (2007). Social enterprise typology. Virtue Ventures LLC. André, K., & Pache, A. (2016). From caring entrepreneur to caring enterprise: Addressing the ethical challenges of scaling up social enterprises. Journal of Business Ethics, 133(4), 1–17. https://doi.org/10.1007/s10551-014-2445-8 Ansoff, H. I., Kipley, D., Lewis, A. O., Helm-Stevens, R., & Ansoff, R. (2019). Implanting strategic management (3rd ed.). Palgrave Macmillan. Argote, L., & Ingram, P. (2000). Knowledge transfer: A basis for the competitive advantage of firms. Organizational Behavior and Human Decision Processes, 82(1), 1–8. https://doi.org/10.1006/obhd.2000.2893 Asadi, S., Nilashi, M., Abumalloh, R. A., Samad, S., Ahani, A., Ghabban, F., Yusuf, S., & Supriyanto, E. (2021). Evaluation of factors to respond to the COVID-19 pandemic using DEMATEL and fuzzy rule-based techniques. International Journal of Fuzzy Systems, 24, 27-49. https://doi.org/10.1007/s40815-021-01119-5 Ashraf, N., Ahmadsimab, A., & Pinkse, J. (2017). From animosity to affinity: The interplay of competing logics and interdependence in cross-sector partnerships. Journal of Management Studies, 54(6), 793-822. https://doi.org/10.1111/joms.12273 Austin, J. E. (2000). Strategic collaboration between nonprofits and businesses. Nonprofit and Voluntary Sector Quarterly, 29(1), 69-97. https://doi.org/10.1177/0899764000291S004 Austin, J., Stevenson, H., & Wei-Skillern, J. (2006). Social and commercial entrepreneurship: Same, different, or both? Entrepreneurship Theory and Practice, 30(1), 1-22. https://doi.org/10.1111/j.1540-6520.2006.00107.x Beckmann, M., & Zeyen, A. (2014). Franchising as a strategy for combining small and large group advantages (logics) in social entrepreneurship: A Hayekian perspective. Nonprofit and Voluntary Sector Quarterly, 43(3), 502-522. https://doi.org/10.1177/0899764012470758 Berelowitz, D. (2012). Social franchising innovation and the power of old ideas: What can the social sector learn from the experience of franchising in the commercial sector. The Clore Social Leadership Programme, The International Centre for Social Franchising, & Social Enterprise UK. https://www.springimpact.org/wp-content/uploads/2016/05/Social-Franchising-Innovation-and-the-Power-of-Old-Ideas-1.pdf Berelowitz, D., Coussa, G., Towner, M., Huggett, J., Chopra, P., Paren, M., & Wetherill, H. (2018). Social replication toolkit. Spring Impact. https://www.springimpact.org/wp-content/uploads/2018/06/Spring-Impact-Toolkit.pdf Berger, I., Cunningham, P., & Drumwright, M. (2006). Identity, identification, and relationship through social alliances. Journal of the Academy of Marketing Science, 34(2), 128–137. https://doi.org/10.1177/0092070305284973 Bloom, P. N. (2012). Scaling your social venture: Becoming an impact entrepreneur. Palgrave Macmillan. https://doi.org/10.1007/978-1-137-51192-8 Bloom, P. N., & Dees, J. G. (2008). Cultivate your ecosystem. Stanford Social Innovation Review, 6(1), 47–53. https://doi.org/10.48558/QWAW-VP62 Bloom, P. N., & Smith, B. R. (2010a). Identifying the drivers of social entrepreneurial impact: An exploratory empirical study. In P. N. Bloom & B. R. Smith (Eds.), Scaling social impact: New thinking (pp. 11-27). Palgrave Macmillan. https://doi.org/10.1057/9780230113565_2 Bloom, P. N., & Smith, B. R. (2010b). Identifying the drivers of social entrepreneurial impact: Theoretical development and an exploratory empirical test of SCALERS. Journal of Social Entrepreneurship, 1(1), 126-145. https://doi.org/10.1080/19420670903458042 Bocken, N., Fil, A., & Prabhu, J. (2016). Scaling up social businesses in developing markets. Journal of Cleaner Production, 139, 295-308. https://doi.org/10.1016/j.jclepro.2016.08.045 Bradach, J. L. (1998). Franchise organizations. Harvard Business School Press. Bradach, J. L. (2003). Going to scale: The challenge of replicating social programs. Stanford Social Innovation Review, 1(1), 19-25. https://doi.org/10.48558/7BS4-1S85 Bradach, J. L. (2010). Scaling impact: How to get 100X the results with 2X the organization. Stanford Social Innovation Review, 8(3), 27-28. https://doi.org/10.48558/Y3D4-D485 Bull, D., Hedley, S., & Nicholls, J. (2014). Growing pains: Getting past the complexities of scaling social impact. New Philanthropy Capital. https://www.thinknpc.org/wp-content/uploads/2018/07/Growing-pains_Getting-past-the-complexity-of-scaling-social-impact2.pdf Cannatelli, B. (2017). Exploring the contingencies of scaling social impact: A replication and extension of the SCALERS model. Voluntas, 28, 2707-2733. https://doi.org/10.1007/s11266-016-9789-x Cemal, Z., Acar, A. Z., & Haluk, T. (2006). Identifying organizational capabilities as predictors of growth and business performance. The Business Review, 5(2), 109-116. Cooney, K., Nyssens, M., & O'Shaughnessy, M. (2023). Work integration. In I. Yi (Ed.), Encyclopedia of the social and solidarity economy: A collective work of the United Nations Inter-Agency Task Force on SEE (UNTFSSE) (pp. 329-336). Edward Elgar Publishing. https://doi.org/10.4337/9781803920924.00056 Davies, I. (2009). Alliances and networks: Creating success in the UK fair trade market. Journal of Business Ethics, 86(Suppl. 1), 109-126. http://doi.org/10.1007/s10551-008-9762-8 Dees, G. (2008). Developing the field of social entrepreneurship: A report from the Center for the Advancement of Social Entrepreneurship. Duke University. Dees, J. G., Anderson, B. B., & Wei-Skillern, J. (2004). Scaling social impact: Strategies of spreading social innovations. Stanford Social Innovation Review, 1(4), 24–32. https://doi.org/10.48558/CNNZ-7276 Defourny, J., & Nyssens, M. (2006). Defining social enterprise. In J. Defourny & M. Nyssens (Eds.), Social enterprise: At the crossroads of market, public policies and civil society (pp. 3-26). Routledge. Defourny, J., Nyssens, M., & Brolis, O. (2021). Testing social enterprise models across the world: Evidence from the International Comparative Social Enterprise Models (ICSEM) Project. Nonprofit and Voluntary Sector Quarterly, 50(2), 420-440. https://doi.org/10.1177/0899764020959470 Di Domenico, M., Tracey, P., & Haugh, H. (2009). The dialectic of social exchange: Theorizing corporate-social enterprise collaboration. Organization Studies, 30, 887–907. https://doi.org/10.1177/0170840609334954 DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147-160. https://doi.org/10.2307/2095101 Doherty, R., Foster, G., Mason, C., Meehan, J., Meehan, K., Rotheroe, N., & Royce, M. (2009). Management for social enterprise. Sage. Doz, Y. L., & Hamel, G. (2001). Alliance advantage: The art of creating value through partnering. Supply Chain Management, 6(5), 242-243. https://doi.org/10.1108/scm.2001.6.5.242.1 Drope, J. M., & Hansen, W. L. (2006). Does firm size matter? Analyzing business lobbying in the United States. Business and Politics, 8(2), 1-17. https://doi.org/10.2202/1469-3569.1160 Drumwright, M. E., Cunningham, P. H., & Berger, I. E. (2004). Social alliances: Company/nonprofit collaboration. California Management Review, 47(1), 58-90. https://doi.org/10.2307/41166287 Drutman, L. (2015). The business of America is lobbying: How corporations became politicized, and politics became more corporate. Oxford University Press. European Commission, & OECD. (2016). Policy brief on scaling the impact of social enterprises: Policies for social entrepreneurship. Publications Office of the European Union. https://data.europa.eu/doi/10.2767/45737 Gabriel, M. (2014). Making it big: Strategies for scaling social innovations. Nesta. https://media.nesta.org.uk/documents/making_it_big-web.pdf Gidron, B., & Hasenfeld, Y. (2012). Introduction. In B. Gidron & Y. Hasenfeld (Eds.), Social enterprise: Organizational perspectives (pp. 1-15). Palgrave Macmillan. Grant, R. M. (1996). Prospering in dynamically-competitive environments: Organizational capability as knowledge integration. Organization Science, 7(4), 375–387. https://doi.org/10.1287/orsc.7.4.375 Heinecke, A., & Mayer, J. (2012). Strategies for scaling in social entrepreneurship. In C. K. Volkmann, K. O. Tokarski, & K. Ernst (Eds.), Social entrepreneurship and social business: An introduction and discussion with case studies (pp. 191-209). Gabler Verlag. https://doi.org/10.1007/978-3-8349-7093-0_10 Henry, C. (2015). Doing well by doing good: Opportunity recognition and the social enterprise partnership. Journal of Social Entrepreneurship, 6(2), 137-160. https://doi.org/10.1080/19420676.2014.997780 Hussey, D. (1998). Strategic management: From theory to implementation (4th ed.). Butterworth. Huybrechts, B., & Nicholls, A. (2013). The role of legitimacy in social enterprise- corporate collaboration. Social Enterprise Journal, 9(2), 130-146. https://doi.org/10.1108/SEJ-01-2013-0002 Hwang, B. N., Huang, C. Y., & Wu, C. H. (2016). A TOE approach to establish a green supply chain adoption decision model in the semiconductor industry. Sustainability, 8(2), Article 168. https://doi.org/10.3390/su8020168 Kerr, W. R., Lincoln, W. F., & Mishra, P. (2014). The dynamics of firm lobbying. American Economic Journal: Economic Policy, 6(4), 343-379. https://doi.org/10.1257/pol.6.4.343 Kostova, T. (1999). Transnational transfer of strategic organizational practices: A contextual perspective. Academy of Management Review, 24, 308-324. https://doi.org/10.2307/259084 Kusunoki, K., Nonaka, I., & Nagata, A. (1998). Organizational capabilities in product development of Japanese firms: A conceptual framework and empirical findings. Organization Science, 9(6), 699-718. https://doi.org/10.1287/orsc.9.6.699 Lafrance, S., Lee, M., Green, R., Kvaternik, J., Robinson, A., & Alarcon, I. (2006). Scaling capacities: Supports for growing impact: Lessons in building organizational capacity to support scaling among social entrepreneurs. Lafrance Associates, LLC. Lam, K., & Zhao, X. (1998). An application of quality function deployment to improve the quality of teaching. International Journal of Quality & Reliability Management, 15, 389-413. https://doi.org/10.1108/02656719810196351 Liang, H., Ren, J., Gao, Z., Gao, S., Luo, X., Dong, L., & Scipioni, A. (2016). Identification of critical success factors for sustainable development of biofuel industry in China based on grey decision-making trial and evaluation laboratory (DEMATEL). Journal of Cleaner Production, 131, 500-508. https://doi.org/10.1016/j.jclepro.2016.04.151 Lin, C. L., & Tzeng, G. H. (2009). A value-created system of science (technology) park by using DEMATEL. Expert Systems with Applications, 36(6), 9683-9697. https://doi.org/10.1016/j.eswa.2008.11.040 Lyon, F., & Fernandez, H. (2012). Strategies for scaling up social enterprise: Lessons from early years providers. Social Enterprise Journal, 8(1), 63-77. https://doi.org/10.1108/17508611211226593 Mair, J., & Rathert, N. (2024). The political side of social enterprises: A phenomenon-based study of sociocultural and policy advocacy. Journal of Management Studies. Advance online publication. https://doi.org/10.1111/joms.13134 Mulgan, G. (2006). The process of social innovation. Innovations, 1(2), 145-162. https://doi.org/10.1162/itgg.2006.1.2.145 Newbert, S. L. (2007). Empirical research on the resource based view of the firm: An assessment and suggestions for future research. Strategic Management Journal, 28(2), 121–146. https://doi.org/10.1002/smj.573 Nicholls, A., & Huybrechts, B. (2016). Sustaining inter-organizational relationships across institutional logics and power asymmetries: The case of fair trade. Journal of Business Ethics, 135, 699-714. https://doi.org/10.1007/s10551-014-2495-y Ostrom, E. (1990). Governing the commons: The evolution of institutions for collective action. Cambridge University Press. Ou Yang, U. P., Shieh, H. M., & Tzeng, G. H. (2013). A VIKOR technique based on DEMATEL and ANP for information security risk control assessment. Information Sciences, 232, 482–500. https://doi.org/10.1016/j.ins.2011.09.012 Parmigiani, A., & Rivera-Santos, M. (2011). Clearing a path through the forest: A meta-review of interorganizational relationships. Journal of Management, 37(4), 1108-1136. https://doi.org/10.1177/0149206311407507 Poister, T. H., & Streib, G. (2005). Elements of strategic planning and management in municipal government: Status after two decades. Public Administration Review, 65(1), 45-56. https://doi.org/10.1111/j.1540-6210.2005.00429.x Rivkin, J. W. (2001). Reproducing knowledge: Replication without imitation at moderate complexity. Organization Science, 12(3), 274-293. https://doi.org/10.1287/orsc.12.3.274.10106 Saaty, T. L. (1980). The analytic hierarchy process. McGraw-Hill. Sakarya, S., Bodur, M., Yildirim-Öktem, Ö., & Selekler-Göksen, N. (2012). Social alliances: Business and social enterprise collaboration for social transformation. Journal of Business Research, 65(12), 1710-1720. https://doi.org/10.1016/j.jbusres.2012.02.012 Scheuerle, T., & Schmitz, B. (2016). Inhibiting factors of scaling up the impact of social entrepreneurial organizations: A comprehensive framework and empirical results for Germany. Journal of Social Entrepreneurship, 7(2), 127-161. https://doi.org/10.1080/19420676.2015.1086409 Schirmer, H., & Cameron, H. (2012). Collaborations and partnerships. In C. K. Volkmann, K. O. Tokarski, & K. Ernst (Eds.), Social entrepreneurship and social business: An introduction and discussion with case studies (pp. 83-101). Gabler Verlag. Selsky, J. W., & Parker, B. (2005). Cross-sector partnerships to address social issues: Challenges to theory and practice. Journal of Management, 31(6), 849-873. https://doi.org/10.1177/0149206305279601 Serrat, O. (2017). Knowledge solutions. Springer. https://doi.org/10.1007/978-981-10-0983-9 Shepherd, D. A., & Patzelt, H. (2022). A call for research on the scaling of organizations and the scaling of social impact. Entrepreneurship Theory and Practice, 46(2), 255–268. https://doi.org/10.1177/1042258720950599 Spear, R., & Bidet, E. (2005). Social enterprise for work integration in 12 European countries: A descriptive analysis. Annals of Public and Cooperative Economics, 76(2), 195–231. https://doi.org/10.1111/j.1370-4788.2005.00276.x Stalk, G., Evans, P., & Shulman, L. (2012). Competing on capabilities. In M. Deimler, R. Lesser, D. Rhodes, & J. Sinha (Eds.), Own the future: 50 ways to win from the Boston Consulting Group (pp. 41–51). John Wiley & Sons. Thakkar, J. J. (2021). Multi-criteria decision making (Studies in Systems, Decision and Control, Vol. 336). Springer. https://doi.org/10.1007/978-981-33-4745-8 Tzeng, G. H., Chiang, C. H., & Li, C. W. (2007). Evaluating intertwined effects in e-learning programs: A novel hybrid MCDM model based on factor analysis and DEMATEL. Expert Systems with Applications, 32(4), 1028-1044. https://doi.org/10.1016/j.eswa.2006.02.004 Ulrich, D., & Lake, D. (1990). Organizational capability: Competing from the inside out. John Wiley & Sons. Vinzant, D. H., & Vinzant, J. C. (1996). Strategy and organizational capacity: Finding a fit. Public Productivity & Management Review, 20(2), 139-157. https://doi.org/10.2307/3380482 Waddock, S. A. (1988). Building successful social partnerships. Sloan Management Review, 29(4), 17-23. https://www.proquest.com/scholarly-journals/building-successful-social-partnerships/docview/224963823/se-2 Weber, C., Kröger, A., & Demirtas, C. (2015). Scaling social impact in Europe: Quantitative analysis of national and transnational scaling strategies of 358 social enterprises. Verlag Bertelsmann Stiftung. https://www.bertelsmann-stiftung.de/fileadmin/files/user_upload/BST_ScalingSocialImpactInEurope_final.pdf Winter, S. G., & Szulanski, G. (2001). Replication as strategy. Organization Science, 12(6), 730–743. https://www.jstor.org/stable/3086044 Yang, J. L., & Tzeng, G. H. (2011). An integrated MCDM technique combined with DEMATEL for a novel cluster-weighted with ANP method. Expert Systems with Applications, 38, 1417–1424. https://doi.org/10.1016/j.eswa.2010.07.048