Nonprofit organization (NPO) management has recently been a popular study field, to which the concept of strategic management has been also broadly applied. Notwithstanding it is nearly impossible for NPOs to calculate their outcomes accurately by evaluating the operational performance in monetary terms. The business world utilizes SWOT, the strategic analysis tool, to emphasize the external and internal environments and competitive advantages. That is however different form the nonprofit world which focuses on achieving public value. In order to effectively evaluate NPOs¡¦ operating performance, this study adopted the points of view of Mark H. Moore¡¦s (2003) V.C.S. Strategic Triangle and Ming-Shen Wang¡¦s (2005) Integrated Frame of Public Affair Management to manifest that public value could be the strategic management object for NPOs. By discussing the introduction of V.C.S Strategic Triangle to the NPOs in Taiwan, this research intended to discover the possible measures to improve operational performance.
This study takes the Kaohsiung Jen-Ai¡As Home (KHJA) as a case example. The board members, consultants, committee members, and executives of the KHJA, officials of pubic sector, and clients were vis-a-vis interviewed based on a structured questionnaire. The goal of conducting the interviews was to discover whether the interviewees expected to improve the future performance when they put in labor power, finance, and facilities due to the organizational culture, value, and capacity. In other words, whether they responded to the social value and the support from both internal and external environments; shaped future organizational culture and capacity based on today¡¦s working experience; and remained the vision for public value in organizational short-term, midterm, and long-term plans and strategic management. .
Research results: 1. social capacity could create people¡¦s well-being¡Xinstitutional design protects the people in need and ceases the plight; deprived situation would not be permanent. Bringing fortunate people and unfortunates, suppliers and dependents, as well as the young and the old people together would establish a stable social foundation for cohesive social welfare. 2. Re-positioning social welfare organizations as multi-service NPOs which are not only for traditional service of help but also the expression of the value of living quality and creation of public value. 3. Social welfare organizations could increase the supply efficiency, service flexibility and living quality with the model of mixed welfare economy, and avoid the financial crisis of welfare states. 4. The roles and functions of social welfare organizations have to be planned in a view of strategy including three key components¡X¡§value¡¨, ¡§capacity¡¦, and ¡§support¡¨ to guide the NPOs¡¦ future position and direction.
Keywords: nonprofit organization, V.C.S. Strategic Triangle, Integrated Frame of public affair Management, public value
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0129107-104459 |
| Date | 29 January 2007 |
| Creators | Chen, Cheng |
| Contributors | none, none, none, none |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0129107-104459 |
| Rights | unrestricted, Copyright information available at source archive |
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