使命契合觀點探討社區型社會企業之影響力-以台灣藺草學會為例

Abstract

一次美麗邂逅，台灣藺草學會之商品深深烙印在我腦海裡，其豐富的文化底蘊、發展脈絡、社區資源運用與影響力值得去發掘和研究。而在政府推出多元政策的經費補助與輔導下，促使非營利組織順利發展，並以商業模式運作邁向社區型社會企業。藺草編織產業從清代迄今約有三百年，歷經興衰，然後幾乎消失不見。所幸近十年，台灣藺草學會結合社區力量扛負起復甦藺草編織文化產業的重責大任。 社區型社會企業要能永續發展，必須具有健全的營運能力。唯有組織持續發展，方能產生社會影響力。本研究旨在探討台灣藺草學會的緣起；以使命契合觀點探討其組織的運作與發展、藉由使命契合自評表作為組織的營運健康分析，以及以預警指南自評表作為組織的風險性分析，期望組織朝向永續發展；再納入利害關係者的意見分析台灣藺草學會對於當地社會、經濟、環境及文化的效益與影響。 結論為台灣藺草學會營運穩健、使命明確。善用政府資源、秉持合作取代競爭、採取先創新，後傳承的策略、以價值行銷為訴求，使藺編文化產業展現生機，以及組織產生四重底線的社會影響力。但人口老化，藺草編織傳承的困難尚待克服。

A beautiful encounter, the products of Taiwan Yuan-Li Handiwork Association were deeply imprinted in my mind. Its rich cultural assets, development context, community resources and influence are worth exploring and researching. Under the government's implementation of multi-policy subsidies and counseling, non-profit organizations develop smoothly and operate in business models toward the community-based social enterprises. The rush weaving industry has been around for three hundred years since the Qing Dynasty. Through prosperity to recession, then almost disappearing. Fortunately, in the recent ten years, Taiwan Yuan-Li Handiwork Association has combined the strength of the community to shoulder the heavy responsibility of reviving the rush weaving cultural industry. A community-based social enterprise is sustained by a sound operation. Only when the organization continues to develop, it then generates social impact. The purposes of this study are (1) to explore the origin of Taiwan Yuan-Li Handiwork Association, (2) to explore the operation and development of its organization from the Fit for Purpose aspect, to use the Fit for Purpose self-assessment form as an operational health analysis for the organization, and to use the Early Warning Guide self-assessment form as a risk analysis for the organization, so that the organization may move towards sustainable development. Moreover, the opinions of stakeholders are incorporated for the analysis of the effectiveness and influence of Taiwan Yuan-Li Handiwork Association on the local society, economy, environment and culture. In conclusion, the Taiwan Yuan-Li Handiwork Association has a sound operation and clear missions. It also made good use of the government resources, replaced competition with cooperation, adopted the strategy of "innovation first, inheritance later" and advocated a value-driven marketing strategy, let the rush weaving industry proofs its vitality, and the organization create quadruple bottom line social impact. However, the population is aging, the difficulty of the rush weaving inheritance has yet to be overcome.