社會創新是將舊有的智慧與新穎的點子創意結合之後，創造新的問題解決方案，經由創新執行的過程產生影響力，達到促進社會變遷的目的，是社會未來發展的重要驅動力。以社會創新為使命的社會創業家，在創新和創業的過程中都需要累積的經驗與專業知識的引導和心理社會的支持，而師徒關係(包含同儕師徒關係與反向師徒關係)的建立與維持可以提供社會創業家所需的支持與引導，擁有師徒關係協助的社會企業家，樂於承先啟後擔任年輕人的導師，因此師徒關係亦為有效培育社會創業家的方法。 本研究嘗試回答的問題是：(1)社會創業家的社會創新來源、社會創新類型、社會影響力和其解決的未滿足社會需求為何？ (2)社會創新中的師徒關係屬於何種發展網絡類型？ (3)社會創新中的師徒關係具備何種師徒關係的功能？。為回答上述問題，本研究選擇擁有師徒傳承關係和社會影響力的社會創業家為研究對象，因此選擇兩組個案：穀東俱樂部創辦人賴青松和田中央聯合建築師事務所創辦人黃聲遠為研究對象，藉由文獻探討、個案訪談和參與觀察，探討賴青松和黃聲遠兩位社會創業家的社會創新和兩組師徒的師徒關係內涵。 本研究發現穀東俱樂部的社會創新融合「風險共同分擔的委託種植」、「預約訂購」和「共同購買」的概念以及創辦人的創意，而提供新商業模式和新平台兩類型的社會創新，解決小農耕種的困境，為有志歸農者鋪設歸農道路，前後吸引超過一千五百人成為穀東，其中更吸引了年輕人學習農耕，創組宜蘭小田田計畫，並且透過社群創造社會影響力，帶來農村文化的復興。 黃聲遠亦吸引許多年輕人加入他的團隊，每年開放實習機會給各校學生，有些人透過實習機會成為團隊成員，於2012年改制更名為田中央聯合建築師事務所。田中央的創新，融合建築設計的創意、在地特色和社會關懷，創造出一個個獲獎無數的社會創新，而田中央的組織創辦精神與運作方式也都充滿社會性目的，提供新產品、新的組織形式和新流程三種類型的社會創新。 賴青松的師徒關係特徵符合導師來源富多樣性且關係緊密的「創業型發展網絡，在創業過程中獲得「職涯」、「心理社會」和「角色楷模」的師徒關係功能，為創業過程中的關鍵助力。宜蘭小田田可視為賴青松的徒弟，他們之間的師徒關係則兼具「傳統型發展網絡」和「創業型發展網絡」的特性。 黃聲遠的師徒關係也符合「創業型發展網絡」的特色，從中獲得「職涯」、「心理社會」和「角色楷模」功能，帶給他深遠的影響。本研究在他的眾多學生中選擇洪于翔與劉黃謝堯為代表，黃聲遠和他們的師徒關係則符合「傳統型發展網絡」和「創業型發展網絡」的特性。賴青松和黃聲遠都擁有良師益友的同儕師徒關係與向下學習的反向師徒關係，並且他們都將自己領受到的師徒關係特性同樣的傳承給徒弟們。 在政府推動青年返鄉創業和整個社會鼓勵社會創新的今天，這兩個個案的社會創意、創新、創業過程，以及其師徒關係值得參考學習。 關鍵字：社會創新、師徒關係、傳承 / Society’s ability to solve its most pressing problems is largely dependent on social innovation. By combining new ideas with old methods and knowledge, the solutions and changes brought about by social innovation make it the driving force behind future development. A social entrepreneur is someone who has taken social innovation as a core mission, and this requires support in the forms of experience, professional knowledge, and psychosocial acceptance. Mentoring relationships (including peer relationships and reverse mentoring) are one source of the support and navigational guidance a social entrepreneur needs. Further, social entrepreneurs who have benefited from the assistance of a mentoring relationship tend to become mentors in turn. Thus mentoring is an effective way to train future social entrepreneurs. This research seeks to answer the following questions: 1) For social entrepreneurs, where do their social innovations originate? What are the typologies of social innovations? What are their impacts, and what are the social needs left unresolved?; 2) Which developmental network typology does a social innovation mentoring relationship fall under?; 3) What kinds of mentoring functions are present among social innovators? To answer these questions, this study adopts a case study method based on two social entrepreneurs who have both had significant social impact and been engaged in mentoring relationships: 1) the GuDong Club founder Qing-Song Lai, and 2) Fieldoffice Architects founder Sheng-Yung Huang. The analysis and study was informed by an extensive literature review, and data gathered via in-depth interviews and participant observation. Regarding the GuDong Club, this study reveals that the source of their innovation is a combination of mutual risk sharing through commissioned planting, advanced purchasing, cooperative purchasing, and the creativity of its founders. Two social innovation typologies emerged from the analysis, including a new business model and new platform. Their innovations have helped generate solutions to challenges faced by small farmers, while providing guidance to future farmers, generating a customer base of over 1500 consumers over the past decade, and encouraging young people to study and pursue agriculture. Among those is a group that founded the Yilan Xiao Tian Tian (literally “little field”) program. Using community to create social impact, the GuDong Club has helped to revive agricultural village culture. Sheng-Yung Huang also utilizes the power of youth, attracting many young people to join his team. Fieldoffice Architects, a name adopted in 2012, offers an annual student internship program, through which some participants eventually become full team members. Their social innovations emerge from a combination of creative architecture, local features, and social concern, and the results have garnered substantial praise and acclaim. With a strong sense of social purpose at the core of Fieldoffice Architects’ values and operations, this case provides three typologies of social innovations: new products, new processes, and new organizational forms. In terms of mentoring relationships, results of both case studies provide evidence for the importance of mentoring in social innovation. Lai’s mentoring relationship is built on the procurement and sharing of diverse information through strong ties, and therefore can be considered an entrepreneurial development network. This provides professional career, psychosocial, and role modeling functions. Yilan Xiao Tian Tian can be viewed as a descendent of Lai’s, whereby the mentoring relationship can be characterized as both an entrepreneurial development network and traditional development network. Huang’s mentoring relationships can also be characterized as being within an entrepreneurial development network, providing similar professional career, psychosocial, and role modeling functions. Selecting two of his students, Yu-Xiang Hong and Huang-Xie-Yao Liu, as representative examples, the mentoring relationships can be seen as both part of an entrepreneurial development network and traditional development networks. Overall, Lai and Huang both receive support from peer and reverse mentoring relationships, in addition to passing on their mentoring relationship characteristics on to mentees. With governments around the world encouraging social innovation and youth entrepreneurship, the creativity, innovation, and entrepreneurial processes revealed in these two cases, along with the characteristics of the mentoring relationships central to these social innovation processes, are worth learning from. Keywords: social innovation, metoring relationship

資優教育在我國行之有年，資優生的表現一直為人所關切，在時代潮流的推進下，一個抱持希望，能夠處處展現創新行為的學生為現前教育所努力的目標，在這樣的基礎下，本研究主要來探討師徒類型、師徒經驗與希望、創新行為表現的關係，以及性別、依附風格與師徒類型、師徒經驗的關係。 本研究受試對象為台灣地區高中數理生228名，藝術生(美術生、音樂生)102名，一般生509名共839名。研究工具包括「師徒發展網絡量表」、「師徒經驗量表」、「依附風格量表」、「希望量表」、「創新行為量表」，根據研究結果提出以下幾點結論： 一、在依附風格、師徒類型方面，數理生、藝術生、一般生的分佈比例沒有差別。 二、在師徒經驗方面，數理生與藝術生獲得的諮詢贊助與角色楷模高於一般生；數理生的引薦推介高於藝術生與一般生；不同學生別學生的保護協助沒有差別。 三、在希望方面，藝術生的尋求解決之道高於一般生。 四、在創新行為方面，數理生、藝術生與一般生的表現沒有差別。 五、師徒類型與師徒經驗的關係中，多元創業型的師徒經驗最豐富，守株待兔型最缺乏。 六、性別與師徒類型的關係中，數理生而言，女生從一而終型比例高於男生，男生機會主義型比例高於女生；全體、藝術生、一般生而言，沒有差別。 七、依附風格與師徒類型的關係中，全體與一般生而言，逃避型依附風格為守株待兔師徒類型者比例高於其他依附風格，安全型依附風格為多元創業師徒類型者比例高於其他依附風格；數理生、藝術生而言，沒有差別。 八、性別與師徒經驗的關係中，全體而言，女生諮詢贊助與角色楷模的經驗高於男生；一般生而言，女生諮詢贊助的經驗高於男生，男生引薦推介的機會高於女生；數理生、藝術生而言，沒有差別。 九、依附風格與師徒經驗的關係中，全體與一般生而言，安全型依附風格者各方面的師徒經驗皆高於焦慮矛盾與逃避型，且對全體而言，焦慮矛盾型依附風格的諮詢贊助又高於逃避型；數理生、藝術生而言，沒有差別。 十、師徒類型與希望的關係中，全體、數理生、一般生而言，不同師徒類型希望程度有所不同。不論成功的意志力或尋求解決之道，對全體與數理生而言，多元創業型皆優於其他師徒類型；一般生而言，多元創業型優於機會主義與守株待兔型；藝術生而言，沒有差別。 十一、師徒經驗與希望的關係中，全體、數理生、一般生而言，角色楷模與引薦推介對希望最具預測力；藝術生而言，角色楷模對希望最具預測力。 十二、師徒類型與創新行為的關係中，全體與一般生不同師徒類型的創新行為表現程度有所不同。全體而言，創意產生方面，多元創業型優於從一而終、機會主義與守株待兔型，且從一而終及機會主義又優於守株待兔型。創意實踐方面，多元創業型優於從一而終、機會主義與守株待兔型，且從一而終優於守株待兔型；一般生而言，創意產生方面，多元創業型優於從一而終、機會主義與守株待兔型，且從一而終型優於守株待兔型。創意實踐方面，多元創業型優於從一而終、機會主義與守株待兔型；數理生與藝術生而言，沒有差別。 十三、師徒經驗與創新行為的關係中，全體、數理生而言，角色楷模與引薦推介對創新行為最具預測力；藝術生而言，角色楷模對創新行為最具預測力；一般生而言，諮詢贊助與引薦推介對創新行為最具預測力。

師徒關係是組織中重要的人際關係，而師父是師徒功能的提供者，故探討影響師父是否提供師徒功能的因素有其理論與實務上的的意涵。然而，現有文獻大多從徒弟特質或環境因素來探討促進師父提供師徒功能之因素，而忽略了師父本人的動機因素。有鑑於此，本研究將反向思考，探討降低師父提供師徒功能之因素。本研究首先探討師父工作不安全感與師徒功能之負向關係。並進一步探討師父的組織競爭氣候知覺與師徒關係類型是否調節前述之負向關係。本研究以便利抽樣之方法進行資料收集，共獲得170份有效問卷。根據迴歸分析結果顯示，師父工作不安全感與師徒功能有負向關係，但僅有師父的組織競爭氣候知覺調節前述之負向關係。當師父的組織競爭氣候知覺高時，前述負向關係的強度更強。但師徒關係類型（正式或非正式）則不對於上述關係具有調節效果。本論文也針對研究結果的理論與管理意涵進行討論。 / Mentors are the providers for mentoring support to protégés. However, the available studies focus on factors relevant to protégés or contexts and overlooked the role of mentors. Given that mentor plays an indispensable role in mentoring relationships, understanding the mentor-related factors that contribute to mentors’ provision of mentoring support has theoretical and practical implications. To this end, the current study examined the factors that prevent mentors from providing mentoring support to their protégés. Specifically, I argue that mentors’ job insecurity will be negatively related mentoring support provided. Furthermore, mentors’ intra-organizational competitiveness climate perception and mentorship formality will moderate the above negative relationship. Using a convenience sampling strategy, data from 170 mentoring pairs were collected. Results of hierarchical regression analysis indicated that job insecurity was negatively related with mentoring functions. Furthermore, intra-organizational competitiveness climate perception moderated the negative relationship between job insecurity and mentor functions such that the negative relationship was stronger for mentors who have high intra-organizational competitiveness climate perception. Finally, mentorship formality failed to moderate the above relationship. Theoretical and practical implications of this research were discussed.