京都大学 / 0048 / 新制・課程博士 / 博士(農学) / 甲第18658号 / 農博第2087号 / 新制||農||1027(附属図書館) / 学位論文||H26||N4881(農学部図書室) / 31572 / 京都大学大学院農学研究科生物資源経済学専攻 / (主査)教授 新山 陽子, 教授 小田 滋晃, 准教授 秋津 元輝 / 学位規則第4条第1項該当 / Doctor of Agricultural Science / Kyoto University / DFAM

京都大学 / 新制・課程博士 / 博士(農学) / 甲第24682号 / 農博第2565号 / 新制||農||1100(附属図書館) / 学位論文||R5||N5463(農学部図書室) / 京都大学大学院農学研究科生物資源経済学専攻 / (主査)教授 足立 芳宏, 教授 秋津 元輝, 准教授 藤原 辰史 / 学位規則第4条第1項該当 / Doctor of Agricultural Science / Kyoto University / DGAM

Taiwan’s Indigenous Peoples, Austronesian speakers with cultural ties to other Pacific Islanders, have encountered waves of outside political, cultural and economic forces. While their political situation has markedly improved with Taiwan’s democratization, their social and economic marginalization remains an issue. Reflecting recent shifts in Taiwan towards more human-centered, post-modern development policies, Atayal People of Jianshi Township have started a movement promoting community values and the transition to organic farming. This paper explores this transition and the work of the Jianshi “Farmers’ Academy.” Their aims are to collectivize organic agricultural production, transportation and marketing, promote and share traditional crops and knowledge as well as connect spread-out villages through shared culture, education and development. Situated in the broader contexts of Alternative Food Networks and Alternative Economic Spaces, which are typically explored in Western contexts, and Alternative Development (typically explored in the developing world), this qualitative research examines these marginalized communities’ efforts to formulate a grassroots model of culturally and environmentally sustainable development. The findings suggest that the people in the research area are choosing organic farming for various economic and non-material factors as many of their livelihood goals are culturally bound, outside the purview of conventional macroeconomic theories and critical of mainstream capitalist practices, thus supporting a more locally informed, pluralistic concept of economic development.

有機農業不僅可產出自然安全的農產品，同時亦得創造優質的農業環境，提供環境公共財與社會公共財，然而這樣的公共財，難以由單一農民提供，而是必須透過同一地區的農民以及利益相關者的共同參與，展開集體行動，才得以有效供給。 宜蘭縣三星鄉行健村是個特殊的案例，有部分農民為推行有機農業，乃成立全台灣第一個由農友組成的有機生產合作社，展開揚棄慣行農法的集體行動，藉由社員互信互助，實踐不施農藥、化肥的栽培，成效初具。然而，行健有機村的知名度雖逐漸提升，但實際上，有機村的名號與實際發展似乎不相襯，目前村內有機耕作面積只佔全村耕作面積的五分之一。因此，本研究以集體行動之理論分析框架，檢視行健村以集體行動促進有機農業發展之可能性。並以文獻分析法、深度訪談法、斷面步行法探究行健村有機農業發展之困境，分析檢討目前的集體行動社會網絡互動模式有何不足之處，期能提供改善建議，以促進該村有機農業發展的可能性。 研究結果顯示該村有機農業發展確實需要集體行動，始能獲致生產及非生產性的共同利益，然而村內網絡間的社會資本不足，以致欠缺發展有機村的共同目標，推展有機農業的集體行動難以擴大，再加上網絡間整合不佳，導致外部資源的投入未有相對應的成效，復又，行健合作社的制度安排不佳，導致營運困境，影響有機村的推展。而中央與地方政府合作不佳，以及現行政府的有機政策導向都關鍵地影響慣性農民轉型有機農業之意願。 本研究認為應增加村內社會網絡間彼此溝通交流之頻度，且行健合作社應重新檢討內部的制度安排，以利促進眾人一心發展有機村之集體行動；而政府方面，應設法改善有機農民之通路、建立有機專區的誘因機制，並且思考補貼政策的轉型，輔以加強消費者食農教育，使有機農業的供需市場擴大並產生互利的良性循環，如此方能讓更多農民願意投入有機耕作，或能真正發展成為兼具生產、生活、生態的「有機村」。 / Organic agriculture not only produces healthy and natural food, but also co-produces environmental public goods and social public goods. However, this kind of goods need to be provided efficiently only by farmers cooperatively, rather than individual. This case study is located in Xingjian village, Sansing Township, Yilan County, where some farmers set up “Xingjian Organic Production Cooperative” to stimulate organic farming development in the village. In this Cooperative, they trust and help each other, trying to persuade other farmers out of using chemical fertilizers and pesticide in farming, and further more, expanding the collective action. To date, some people have been participating in this collective action, as a result, have tackled local agri-environmental issues and provided agri-environmental public goods to some degree. However, as the growing reputation of “Xingjian Organic Village”, the organic farming area only accounts for 20 percent of the total arable land. Therefore, this research using collective action theoretical framework to view the possibility of the Xingjian in promoting organic farming development. This research adopts three ways- literature, in-depth interviews, transect walks, to explore the obstacle of Xingjian village in promoting organic farming development, and to analysis the problem of social network interaction. The result shows that organic agriculture development in the village do need collective action to attain production and non-production of common interests. However, the collective action of organic farming is difficult to expand due to lack of social capital in the village between the networks, and the lack of the common goal in this village. Thus, the input of external resources do not correspond to its performance. Further, institutional arrangements in Xingjian cooperatives functions poor, leading to its operational difficulties. Besides, poor Cooperation between central and local government, as well as the current policy orientation of government, both play a crucial role in affecting farmers' willingness to change conventional farming to organic farming. This study suggests that social networks between the village should connect closely by communicate with each other frequently, and Xingjian cooperatives should review its institutional arrangements, in order to facilitate the collective action of “Xingjian Organic Village”; and the government should try to improve organic produce’s access to market, establish incentives about organic agriculture zone, transfer subsidies policy to organic agriculture, and strengthen consumer’s organic education, so can make more farmers willing to invest in organic farming, or can really develop a production, life and ecology combined "organic village".

根據經濟合作發展組織（Organization Economic Cooperation and Development, OECD）對多功能性定義為：具有多重產出的經濟活動，可以同時對社會的各種目標都有所貢獻，亦即多功能性觀念是以活動為導向，並將生產過程與其多重產出的特性相結合，強調農業生產之各種商品與非商品的聯合生產成果。這種農業多功能性是否也在台灣的原住民鄉農業經營逐漸生根，值得深入研析。 以新竹縣尖石鄉石磊部落為例，由於族人多以務農為生，農業收入為其生計來源之一，故對仰賴農業的程度相對較高。然因其位處石門水庫集水區上游，在現行法令的規範下，限制族人從事農耕，造成部落人力外流與農業經濟衰敗，故如何提振高山農業的永續經營發展便成為令人關注的課題。另一方面，早期當地族人對於農業經營型態多採慣行農業之方式，長期不僅影響農地多功能之提供，也逐漸使當地族人之土地利用與土地倫理相悖離。故本文希冀透過檢視新竹縣尖石鄉石磊部落之多功能農業的設計或推廣，或可促進部落農業發展，同時兼顧原住民部落的傳統文化與價值，凝聚部落的社區發展共識，實現永續農業發展的目標，以進一步彰顯農業多功能性之內涵。 本文擬先探討農業功能性之價值與內涵，並以石磊部落為研究個案，探討其從早期慣行農業、逐漸轉型為有機農業之耕作方式，藉文獻分析、深度訪談、參與式觀察等研究方法，探討其如何將部落農業發展與土地永續使用相結合，以及該部落農業於經濟、環境、社會等多功能價值，以期為其他部落農業發展提供可行的方向，並供政府研訂相關政策之參考。

企業經營過程中面對組織轉型與創新策略擬定過程中，要如何「形成」創新策略並且有效「執行」創新策略，常常為各企業所面臨到之最大挑戰。而管理會計系統─平衡計分卡與SWOT-Scorecard之功能，即是幫助企業進行策略之初期形成至導入，不僅協助企業形成與聚焦策略外，同時落實策略之執行與績效追蹤。過去研究鮮少將平衡計分卡與農企業之經營進行結合，更少探討農企業如何形成較有效益之創新策略，因此本研究將結合SWOT-Scorecard與藍海策略、藍色經濟三者創新策略「形成」之工具與觀念，其後再運用平衡計分卡執行創新策略。 本論文採用個案研究方式進行，將探討台灣有機微型農業之經營困境與未來機會，並結合「SWOT-Scorecard、藍海策略、藍色經濟」等創新策略之形成工具與相關概念，與個案農場一同討論與研擬形成屬於台灣農業微型企業經營之創新策略。之後再透過「平衡計分卡」導入創新策略，藉由策略地圖之研擬落實策略在四大構面與各項指標。 / When business faceing the organizational transformation or in the stage of inovative strategies forming, the biggest challenges for most of the companies are how to form an innovative strategy and how to effectively implement the strategies to whole organization. However, Balanced Scorecard and SWOT-Scorecard are both serve the functions to help business manager to form new strategy and implement into organization. Not only these two management accounting tools help the company to focus on most important strategies but also company can track the KPI and performance. Previous studies rarely focus on the Implementation of Balace Scorecard in Agriculture industry. Moreover, rarely studies did research on how to help small agriculture business to form a new strategy. The research will implement SWOT-Scorecard, Blue Ocean strategy, Blue economy concept to form the new strategy. Later will use Balanced Scorecard to conduct the strategies into organization. The research was adopted in case-study method which will cover Taiwan organic agriculture miniature operating difficulties and future opportunities. By using SWOT-Scorecard system combine with Blue Ocean Strategy and Blue Economy concept to develpoe new strategy for the company. The innovative strategies then implement to the company by Balanced Scorecard system, the strategy map will use to help forming KPI wheich relalted to the strategies for the company.

本研究為個案研究，以政大EMBA永續農業促進小組所創「政大一畝田」品牌專案為例，以深度訪談為研究方法，主要探討社會公民社團，如何透過策略聯盟方式，與策略夥伴為利害關係人以及社會共創新價值，並輔以相關文獻的深度分析，對農民團體策略聯盟以推廣有機農業提供具體建議。 根據農糧署2010/05發佈台灣有機認證農地共有4217公頃,僅佔所有農地的0.4％，在政府目前積極的倡導下，消費者認同與消費者支持已大幅增加，台灣的農民團體多自行組織，自產自銷，或者透過地方產銷班等，共同銷售予通路商、中盤商，但現行的銷售管道之銷量不大，又易被中盤商壓價，因此造成台灣有機小農的銷售困境。 研究者發起「政大EMBA永續農業促進小組」，透過資源分析以及環境分析，以組織內部成員之人脈資源、資金、商管知識以及服務熱忱作為基礎，再加上政大之社群資源，與農民團體合作，選定宜蘭三星行健有機合作社作為策略夥伴，推行「政大一畝田」契作稻田認養專案，建立以國內相關企業為目標客群之企業認養的銷售管道。 此公益項目增進台灣有機稻農的生計，也為認養企業與家庭提供樂活體驗、二次公益等社會企業責任的價值，更透過媒體公關行銷，使策略夥伴以及有機議題得到大眾關注，以提昇國民對有機農產的認同與支持。 / Based on the Case of NCCU's My-Farmland Project by National ChengChi University EMBA Sustainable Agriculture Promoting Organization, this paper will discuss how Non-Profit Organizations create new value of sustainability with other stakeholders by strategic alliance and offer some advice to the agricultural organization in Taiwan to promote sustainable agriculture. This paper will also provide literature review on civil society, sustainable agriculture, social enterprise and strategic alliance. According to the Council of Agriculture, the organic farmland officially recorded is 4217 hectares which only accounts for 0.4 percent of the total farmland in Taiwan. Now through the active promotion of the government, both the consumer identification and their support have increased dramatically. The agricultural organizations in Taiwan are made up almost entirely of farmers only. They produce and sell their products on their own. Their main sales channels are to wholesalers, distributors and some end consumers in low volumes. With low bargaining power, organic farmers in Taiwan have a difficult sales condition. This researcher initiated the "National Chengchi University EMBA sustainable agriculture promotion teams" to promote the Case of NCCU's My-Farmland Project through resources and environmental analysis together with the networking, capital, business management knowledge and dedicated services of the members of the NCCU or ganization, plus the community resources of the National Chengchi University. It is the goal of this project to assist the agricultural organizations in Taiwan in prospering and expanding their business. We have selected Ilan Samsung organic cooperatives as a strategic partner to promote and execute the above project and create a sales pipeline for relevant domestic enterprises as target customers. This charity project will provide Taiwan organic farmers with better lives, and also offer country life experiences for the corporations and families who join the project. Additionally, this project will allow the corporations to fulfill their corporate social responsibilities. Furthermore, with the promotion and attention through medias, this project will really increase the consumer identification and their support for the organic farmers in Taiwan.

商業上的大趨勢（megatrend）一直是學者專家所研究的對象，因為它影響著企業如何競爭與為消費者創造價值。近年來，由於全球化與新興經濟體所帶來的環境衝擊與自然資源的競爭，迫使商業開始出現本質上的改變。本研究以里仁公司為例，深入研究日益蓬勃發展的社會企業如何因運時勢而生，及其如何運用獨特的經營模式來為消費者以及農友創造價值，以達到經濟、社會與環境的三重盈餘。 本研究採用文獻回顧分析結合非結構式的訪談，與里仁公司的總經理、公關部進行數十小時的溝通與意見交流，以分析歸納出里仁公司的經營模式與關鍵成功因素。里仁公司的成立目的是推廣台灣的有機農業與慈心食品 ，讓消費者有健康的飲食，提升台灣農民的競爭力同時保育環境。里仁公司為佛教徒所創立，其研習的經典「菩提道次第廣論」為組織的思想與價值觀，指導著組織上下的行為法則，形塑出強勢的企業文化。因此相較於一般企業，里仁公司的組織成員目標與組織目標整合程度較高，而由此衍生出來的成功關鍵有三，一為宗教背景帶來的組織整合能力，二為慈心事業利用社會資本所創造的綜效帶來供應鏈的緊密關係，三為里仁公司的創新與研發能力。 里仁公司的成功，有賴於高度的組織認同與組織獨特經營模式的相輔相成，對於里仁公司而言，能夠落實佛法才是事業的意義。因此在面臨市場需求大的組織成長壓力，里仁公司仍堅定步伐讓員工慢慢從佛法內化學習起，因其不以利益擴張為考量，即便組織成長趨緩可能會影響獲取規模經濟的優勢。從經營模式來看，社會資本的大量運用與模式中各個環結串連的流暢性是里仁模式成功的關鍵，慈心事業的各組織分別在供應鏈上扮演著資源的媒合者來把上游供應商、消費者與里仁公司緊緊串連，供應商與消費者亦同時成為組織社會資本的一部分，帶入更多的人來認識里仁與新的消費力量。 里仁公司藉由提供有機與慈心食品給消費者，同時幫助台灣的農民在走向外銷之路上更具有競爭力，盈餘則贊助兩個股東基金會的生命成長營隊、校園蔬食及種樹護地球等讓促進社會健康與改善環境的活動。目前台灣有機農業已逐漸發展成熟，里仁公司已開始邁向新的策略—結合環境保育與有機農業，期望能讓台灣重要的環境保育區、集水區上游有乾淨的水質與土壤，並利用環境保育商標來凝聚消費者對這塊土地的重視。 對於此經營模式如何複製與擴充，作者認為整合經營模式中利害關係人需求間的交換機制以及善用經營模式的可複製元素是成功關鍵。在個案公司的例子中是將佛家以人為本的普世價值形成強組織文化，將供應商、消費者的需求與供給能夠透過組織力量的媒合進行更有效率的交換。強組織文化在此種商業模式的應用上不可或缺，其為累積社會資本的一大關鍵。另外則是運用社會資本產生一回饋系統。 / Business megatrend has always been an important research target, as it influences on how enterprises compete and create value for their customers. In recnt years, globalization and emerging economies bring environmental impact and competition for natural resources, forcing fundamental and persistant shift in how companies compete. In this research, Leesen Company is used as a case of a social enterprise to illustrate how it creates and utilizes social capital to grow and sustain its business, which provides a reference for social entrepreneurs and researchers to develop new business model that achieves the so called triple bottom lines. Systematic paper review combined with 26 hours of low-structured interview with CEO and director of public relations in Leezen Company, this study aims to summarize and analyze the business model and key success factors. Leezen Company is built for promoting organic agriculture and non-toxic food, trying to make healthy food available for all consumers in Taiwan. Founded by a Buddhist, Leezen company is guided by the Buddhist Sutra “Lamrim Chenmo”, which deeply influences employees’ thoughts and core value. This, in tern, results in higher integration of goals between organization and employees compared to other organization. Key success factors are as follows: Highly coordinated and integrated coporate culture formed through buddsim generates great synergy in supply chain of Tzu-Xin conglomerates, where Leezen Company belongs to, and gains great trust from consumers. Also, the innovation and R&D in food technology created by its persistence in doing the right thing strengthens its competitive advantage in in organic argiculture and non-toxic food. Through providing organic and non-toxic food, Leezen Company creates a healthier environment for consumers and bolsters competitiveness of Taiwanese farmers to sale argicultural product abroad. Revenue goes to sponsor various activities that benefit our mind, health and environment of two shareholder foundations. As the organic industry become more mature these days, Leezen Company starts to adopt a new strategy of combining environmental protection and organic agriculture, expecting to replace traditional agriculture in conseravation aeras and upstream reservoirs. Also, it develops an environmental protection trademark for food grown in those areas, trying to arouse the awareness of more people. The key to replicate and expand this business model lies in how the organization can integrate and exchange its stakeholders’ needs, also how it can make good use of its replicable factors in the business model. In this case, Buddhism shapes strong organizational culture, which increases the efficiency of mediating the needs between suppliers and customers, accumulating its social capital. Further, social capital creates feedback system which makes the business model self-sufficient.