本文從台灣同志遊行商業化、女同志束胸內衣市場擴張以及晶晶書庫的發展脈絡，探究2009年「TILA束胸團隊」在同志遊行中的動員經驗：它何以成行、行動者從何而來，又，此過程中的商業及運動意涵是如何複雜地彼此交織，這些討論可幫助我們理解「同志遊行何以參與人數愈來愈多」、「遊行群眾從何而來」的問題。 　　透過次級資料蒐集、與束胸品牌業者及團隊成員訪談，本研究發現，晶晶書庫作為一個同時參與同志消費市場與同志運動發展的特殊角色，在束胸市場蓬勃成長階段投入品牌經營，催生了2009年的TILA束胸團隊；它透過微觀人際互動、在特定平台散播資訊、兼差報酬的誘因，成功動員／招募女同志、異性戀、跨性別認同者，以走秀模特兒之姿進入遊行隊伍，以中性、T形象外型展示其束胸的身體。 　　進一步瞭解其他束胸業者的遊行動員經驗，可發現他們早已有相當程度能力，以其長期累積的市場知名度，透過網路平台等媒介，成功吸引群眾走入遊行。晶晶及這些業者更早已在遊行以外的活動、同志組織中，以贊助等方式發揮其影響力。當有愈來愈多同志店家出現、主動號召群眾走入遊行，將促成遊行人數的增加。因此，同志遊行在某種程度上反映了台灣同志消費市場現況，其人數眾多的背後必有相對應的消費市場支撐。

本文主要討論在社會運動組織內部如何維繫長期運作，並試圖透過內部行銷理論切入，探討組織如何留任志工以及達致內部共識。過去內部行銷與社會運動組織結合的討論較少，因此，本研究以亞洲地區最大規模同志遊行作為個案，試圖建構出社會運動組織內部行銷執行要點。 本研究採用深度訪談法，了解主辦單位「同志遊行聯盟」在2013年第11屆遊行中，採取了什麼管理策略，並從不同職務、參與經驗的志工分享中，找出尚未解決的問題。 研究發現，隨著組織規模擴大以及成員組成結構改變，造成內部面對志工流失以及溝通不良的問題。「溫和／激進」、「嘉年華／草根」的走向固然是同志運動當中出現的路線拉扯，但志工離開的主因還是因為新舊志工彼此關係疏離，加上組織認同及對運動脈絡認知產生落差，因此增加了摩擦機會。在衝突沒有辦法透過回饋機制反應的情況下，志工無法從活動參與中滿足其情感動機以及工作成就感，便中途離開或放棄留任。 志工是社會運動重要的資源。從內部行銷內涵來看，組織應設計出符合成員期待的「產品」。「認同」作為動員社會運動參與的要素，本研究提出在抗爭目標外，組織也應將如何加強成員「個人」以及「組織」之認同納入其營運策略考量 / This research explores how the social movement organization operates in order to form the internal agreement and to retain volunteers’ participation. As there is little research on internal marketing and social movement organizations, this research employs Taiwan LGBT Pride, the biggest LGBT movement in Asia, as a case to construct knowledge on how internal management is implemented. The study adopts both in-depth interviews and participation observations as the research methods to collect data. The volunteers of the 11st Taiwan LGBT Pride were interviewed; in addition, the researcher of this study also joined the organization as a participant, tried to identify problems and to understand how things were organized in the Taiwan LGBT Pride Organization. This research found out that, due to the changing organizational structure and organizational expansion, Taiwan LGBT Pride Organization has failed to retain its volunteers and to form an internal agreement. Orientation of “radical/temperate” or “carnival/grassroot” may be unavoidable in LGBT movements, but this research reveals that the difficulty to retain volunteers results from the aloof relationship between senior volunteers and new comers. Additionally, there is a gap between organizational identity and the understanding of the context in this social movement. From the perspective of internal marketing, organizations should view its members as internal customers; however, the findings of this research indicate the volunteers of Taiwan LGBT Pride Organization did not fulfill neither their needs of being loved nor participation achievement. Hence, there is no feedback mechanism to express the disappointment and this leads to the high volunteer turnover. Volunteers are seen as the major resources in social movements. ‘Identity’ becomes an important element for social movement participation. This research proposes that how to enhance individual and organizational identify must be taken into account as one of the operational strategies in the social movement organization.