The overall purpose of this paper is to explore the role of leadership, vision and motivation of the employees (empowerment) in order to get a better understanding of how the top manager of a Born Global company can develop the company. The study is based on two explorative case studies, where interviews have been conducted with both the top manager as well as the employees. This study is considered crucial in case of born global where the top manager spends maximum time in travelling. Top manager needs to integrate such a culture where employees are set in a framework wherein the operations are handled smoothly during the absence of top manager. In this era of global competition the key for a successful firm lies in the empowerment of employees with well defined boundaries. A qualitative strategy and a research design with two case studies on Swedish Born Global companies were used in reaching the purpose of this study. The primary empirical data were mainly collected from six interviews. Two interviews were conducted with top manager and rest with employees. Secondary data like general company information were gathered from the website of the companies prior to primary data collection to have a better understanding and preparation. The results of the study indicate that the vision is more important for the top manager compared to the employees working in a born global company. However, the vision manages to establish a supportive culture where their daily activities and decisions of the employees are in line with the vision of the company. We see that this has been possible due to the leadership style and motivational factors like delegation of responsibility and autonomy of work. Our findings indicate that empowering employees has a significant advantage supporting the growth and internationalization of the born global company. Based on these findings, practical and theoretical implications are presented and discussed in the paper.

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公益性非營利組織在國家社會整體的運作中承擔重要的責任，在國外它早已成為社會的主流，在台灣社會於解嚴以後，它的蓬勃發展亦成為一股莫之能擋的社會力；在公共行政的研究中，它更是當今的趨勢議題之一。而將現代經營管理的理念，運用於各類非營利機構中，已愈來愈受到重視，其實那是因為非營利組織之「非營利」性質使然，使得它比任何組織都需要管理的概念；然而在這方面相關的研究卻十分不足。因此，本文主要在探究與非營利組織價值理念相容的團隊建立法的理論與技術，提供非營利組織運作上一個可資應用的管理途徑。 透過探究團隊建立與非營利組織的理論基礎、緣起與發展、運作的內涵等，發現二者在許多特質上非常相似，包括對人性尊嚴與個人價值的重視、使命的確立與履行的重要性、強調人員的參與及承諾、具有彈性與開放等精神、創新的作法與思考方向、充分的溝通與對話模式、共同合作與授權賦能、重視品質管理與顧客的感受等；這是團隊建立對於非營利組織運作適用性的論證基礎。 從理論的演進與發展、內涵的分析、歸納中，界定團隊建立的步驟或要素是：尋找適當的成員、進行團體活動與相關訓練、召開團隊會議；透過這些要項在各方面細節的掌握，可以使團體逐步形成團隊。而在團隊的發展過程中有各個必經的階段—定位或組建、衝突或動盪、協作或規範、生產力或實施、變化或轉變。 非營利組織的「運作」所包含的面向十分廣泛，本文僅針對願景與目標建立、溝通與領導、激勵與授權賦能、決策與品質管理等議題進行探究，從組織狀況的說明及相關運作的困境切入，以前述理論與原則為基礎，提出團隊建立在各方面適用的原因，以及應用的技術與方法。 在實務方面，除了就國外實際個案作說明與分析外，並就團隊建立的過程要素及「運作」的研究焦點面向，擬定題綱，以「理論」及「立意」抽樣法，對所選取的四個以婦女議題為主軸之非營利組織的重要幹部進行訪談，以瞭解非營利組織的實際運作狀況；訪談資料顯示這些非營利組織的運作與團隊建立方式的應用十分相似，而所有受訪者根據他們的經驗及其組織實際的運作狀況，皆對團隊建立的運作方式表示肯定與支持。 總而言之，本研究從理論與實務的探究中發現在非營利組織的運作中，團隊是自然產生而存在的事實，是故，團隊建立法是實務運作者一個價值極高的參考途徑，裨益非營利組織永續經營，提供國家、社會更多、更好的服務。 隊建立法應用於非營利組織運作之研究 目 錄 第一章 緒論 …………………………………………………………. 1 第一節 研究動機與研究目的 …………………………………… 1 第二節 研究範圍、途徑、方法 ………………………………… 8 第三節 研究架構、流程、限制 ………………………………… 13 第四節 重要文獻檢閱 …………………………………………… 17 第五節 相關名詞界定 …………………………………………… 28 第二章 團隊建立理論與技術的探析 ……………………………… 45 第一節 團隊理論的演進與應用 ………………………………… 45 第二節 團隊的內涵 …………………………………………….. 67 第三節 團隊建立的過程 ………………………………………… 79 第四節 團隊運作的限制與成功的要件 ……………………….. 101 小結 ……………………………………………………………….. 111 第三章 非營利組織理論與內涵的探析 ………………………….. 113 第一節 非營利組織的緣起 …………………………………….. 114 第二節 我國非營利組織的發展情形 ………………………….. 125 第三節 非營利組織的基本內涵 ……………………………….. 132 小結 ……………………………………………………………….. 144 第四章 非營利組織的運作：團隊建立途徑 ……………………. 149 第一節 建立共同願景與目標 …………………………………. 149 第二節 溝通與領導 ……………………………………………. 159 第三節 激勵與授權賦能 ………………………………………. 175 第四節 決策與品質管理 ………………………………………. 186 小結 ………………………………………………………………. 198 第五章 個案研究 …………………………………………………. 201 第一節 國外個案探討 …………………………………………. 201 第二節 訪談設計與訪談對象 …………………………………. 209 第三節 國內個案訪談資料分析 ………………………………. 219 小結 ………………………………………………………………. 253 第六章 結論 ………………………………………………………. 257 第一節 研究發現 ………………………………………………. 257 第二節 研究檢討、貢獻與建議 ………………………………. 270 結語 ………………………………………………………………. 279 參考書目 ……………………………………………………………. 281 附錄 附錄一 訪談聯絡信函 …………………………………………...312 附錄二 訪談綱要 ………………………………………………...315 附錄三 訪談紀錄(一) …………………………………………… 318 附錄四 訪談紀錄(二) …………………………………………… 333 附錄五 訪談紀錄(三) …………………………………………… 353 附錄六 訪談紀錄(四) …………………………………………… 373 圖、表目次 壹、圖目次 圖1-1 研究途徑示意圖………………………………………………. 10 圖1-2 研究架構 ……………………………………………………… 14 圖1-3 研究流程 ……………………………………………………… 15 圖1-4 團體與團隊的比較 …………………………………………… 34 圖2-1 全面品質管理模式 ………………………………………….. 62 圖2-2 學習的層次 ………………………………………………….. 64 圖2-3 學習型組織的運作核心 …………………………………….. 65 圖2-4 團隊運作過程 ……………………………………………….. 68 圖2-5 團隊績效曲線圖 …………………………………………….. 78 圖2-6 團體活動與訓練的進行 …………………………………….. 87 圖2-7 團隊型態發展模型圖 ……………………………………….. 94 圖2-8 群體發展階段 ……………………………………………….. 97 圖3-1 我國非營利組織的種類 …………………………………….. 128 圖3-2 非營利組織有效管理的流程 ……………………………….. 135 圖3-3 非營利組織的人力資源發展模式 ………………………….. 137 圖4-1 建立共同願景的意涵與方法 ………………………………. 152 圖4-2 六步溝通模式 ………………………………………………. 161 圖4-3 人際溝通三部曲 ……………………………………………. 163 圖4-4 逐步邁向團隊領導 …………………………………………. 169 圖4-5 團隊領袖角色 ………………………………………………. 170 圖4-6 今日組織環境下的授權賦能 ………………………………. 185 圖5-1 個案實證之五性分析法 ……………………………………. 220 貳、表目次 表1-1 深度訪談對象一覽表 ………………………………………… 12 表1-2 國內團隊組織相關研究論文摘要表 ………………………… 19 表1-3 國外團隊相關研究書籍摘要表 ……………………………… 21 表1-4 國內非營利組織相關研究論文與報告摘要表 ……………… 24 表1-5 美國的非營利組織相關研究摘要整理 ……………………… 26 表1-6 非營利機構與公部門、私人部門之差異 …………………… 43 表2-1 團隊研究的歷史發展與應用 ……………………………….. 67 表2-2 由團隊導向劃分的團隊種類 ………………………………...77 表2-3 團隊會議形式範例 …………………………………………...91 表2-4 團隊發展的階段性特徵 ……………………………………...96 表2-5 團隊失敗的原因 ……………………………………………. 102 表3-1 我國人民團體性質分類 ……………………………………. 129 表3-2 我國各類人民團體統計表 …………………………………. 130 表3-3 我國各類基金會統計表 ……………………………………. 131 表4-1 馬郡社會服務部門價值的聲明 ……………………………. 158 表4-2 單向溝通與雙向溝通之比較 ………………………………. 164 表4-3 當代的激勵研究 ……………………………………………. 176 表4-4 品質的面向 …………………………………………………. 196 表4-5 成功品質團隊的特質 ………………………………………..197 / The non-profit organizations focusing on public interest bear important responsibility in the operations of the whole nation and society. In other countries, the operations of the non-profit organizations have been become the main stream of the society. In Taiwan’s society, after abolishing the martial law, its exuberant development has become a non-blocking social power, too. In the study of public administration, it is also one of the modern trend issues. Applying business management to non-profit organizations has been more and more emphasized. In fact, it is the “non-profit” nature making that. It needs the concept of management more urgent than any other organization, but the relative studies in this area are insufficient so for. This thesis mainly investigates the theories and interventions of team building, because they are matching with the values and ideas of non-profit organizations and provide a useful management approach for the non-profit organizations’ operation. Through the investigation of basic theories, origins, developments, and the content of operation for both team building interventions and non-profit organizations, the author finds that they have many resembling characters, including emphasizing of human dignity and individual values, establishing and fulfilling missions, stressing the individual participation and commitment, possessing the spirit of flexibility and openness, creative conducts and thinking direction, adequate communication and discourse, using cooperation and empowerment, emphasizing quality management and the feeling of customers. Those all are argument bases for supporting the fitness of team building interventions being applied to the operation of non-profit organizations. From analyzing and inducing the development of theories, the author defines the steps or essential factors of team building interventions are as follows: to select the right persons, to proceed group activities and relative trainings, and to hold team meetings. By mastering the details of these key elements, it can make groups become teams progressively. In the developing process of a team, it contains some requisite stages – forming, storming, norming, performing, and transforming. The aspects of the non-profit organizations’ operation are quite extensive, and this thesis focuses only on such issues as vision and goal establishment, communication and leadership, motivation and empowerment, decision making and quality management and so on for investigation. By explaining the conditions of the organization and the difficulties of relative operations, the author brings up the reasons of team building interventions being suitable for every aspect, and the applied techniques and methods. In the aspect of practice, in addition to illustrating and analyzing the actual cases of other countries, the author draws up two categories questions (the key elements of the team building process and the organizations’ operation) to interview the important cadre members of four selected non-profit organizations, which focusing on women’ issues. These interviewed organizations are selected by purposive and theoretical sampling method. These interviews conform that the actual operational conditions of non-profit organizations are very similar to the applying ways of team building interventions. According to their experiences and organizations’ actual operating conditions, all interviewed persons expressed their approving and supporting for the usefulness of the operational ways of team building interventions. In sum, the findings of this study indicate that team building is a natural product in the operations of non-profit organizations basically. Therefore, the author suggests that team-building can be an valuably alternative approach in running organizations for the practitioners. It can benefit non-profit organizations in sustaining operation, and provide better services for the country and society.