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论文编号：	6381
作者编号：	1120084547
上传时间：	2014/6/9 15:51:29
中文题目：	非营利组织战略联盟的组织基础--基于体制-常规-文化理论的探讨
英文题目：	An Analysis of a Non-profit Organization Strategic Alliance through the Architecture-Routine-Culture Theory
指导老师：	王迎军
中文关键字：	非营利组织；战略联盟；体制-常规-文化理论；512川震台湾服务联盟
英文关键字：	non-profit organization; strategic alliance; Architecture-Routine-Culture Theory; Taiwan Service Alliance for 512 Wenchuan Mega Quake
中文摘要：	近年来非营利组织已蓬勃发展，每当社会上有重大事件或重要议题发生时，非营利组织往往会群起联盟，来表达共同立场、态度和采取一致的行动。本研究以2008年汶川大地震发生后，台湾非营利组织所筹组的“512川震台湾服务联盟”（简称川盟）为个案研究法的研究目标，引用与验证美国斯坦福大学Saloner、Shepard和Podolny（2001）等人所提出的“体制-常规-文化理论”（Architecture-Routine-Culture Theory，简称ARC理论）为理论基础，探讨非营利组织战略联盟采用ARC理论，思考和解决其组织设计与运作的问题，剖析建构非营利组织战略联盟模式及其运作的重要方式与内涵。本研究结果发现ARC理论不仅可以协助企业解决组织与绩效的问题，亦可适用于非营利组织。透过慎选和规范战略联盟组织成员、寻找异业结合且功能互补的伙伴、采取自主性高的水平式组织、有效率的决策小组、单一的行政后勤支持部门、快速直接的信息交流平台、充分的横向联系与交流、参与式决策、共享权力与荣誉的协力领导来解决川盟的协调与激励问题。在常规因素方面，透过川盟组织成员拥有相近的宗旨和价值观、多年合作所累积的共识基础、例行工作的充分授权、充分讨论与共同决策、信任与尊重各组织成员的专业性与创新性等以发挥常规功能。基于对在地文化的认识与尊重、透过共同使命与愿景来解决组织成员间的差异和隔阂、适时影响与改变当地文化、在坚持与妥协中思辨与平衡等作为来处理文化因素，而其中的关键因素就是建立战略联盟组织成员间的信任关系。运用ARC理论来分析非营利组织战略联盟的组织基础，除了可以将现有研究结果中有关非营利组织战略联盟成功的关键要素加以分析与组织，形成体制、常规和文化关键机制；还能够进一步理解与探讨这三个关键机制之间的动态链接与相互影响作用。此外，研究发现非营利组织战略联盟成功运作的关键因素是战略联盟的整合者角色。论文主要的研究成果和创新内容包括：（1）将用于企业组织的ARC理论用于非营利组织和非营利组织战略联盟，探讨非营利组织战略联盟的组织运作模式，并作出相应的理论拓展；（2）总结并提炼了非营利组织战略联盟成功运作的关键因素，包括组织成员间的信任关系和内部整合者的角色；（3）建构了非营利组织战略联盟的组织运作新模式。论文对于非营利组织战略联盟的组织管理理论与实务应用，在研究内容、研究方法和研究结论等方面均有所创新，形成了相对完整的研究结论与创新发现。
英文摘要：	In recent decades, the founding of non-profit organizations (NPOs) has been booming. NPOs often ally to express their common ground and attitude, and adopt actions in accordance, to meet the needs of the beneficiaries after a critical incident, or to follow up some important agenda with a major impact on the society. This dissertation is an empirical case study confirming the Architecture-Routine-Culture Theory (hereafter the ARC theory), developed by professors Garth Saloner, Andrea Shepard, and Joel Podolny of Stanford University in 2001, by using the Taiwan Service Alliance for 512 Wenchuan Earthquake (hereafter TSA), organized by Taiwanese NPOs after the earthquake in 2008 that devastated Sichuan Province of the People's Republic of China, as the case for analysis. This author discusses and confirms the feasibility to apply the ARC theory to the case of an NPO strategic alliance, especially considering and providing analytic framework of the organizational design and solutions to such an alliance. He reaches the results that the ARC theory is able to help consider and provide organizational and effectiveness improvement solutions not only to enterprises, but also to NPOs. The TSA, an NPO strategic alliance, was successfully founded and is operating by choosing carefully and regulating seriously its components, comprising both horizontal and functional-complementary partners, adopting an organizational mode that is highly-autonomous and horizontal, with an efficient decision-making task force, a stand-alone administrative and logistic-support sector, a speedy and direct information-sharing platform, many comprehensive and sufficient connections and communications among the alliance stakeholders, a participatory decision-making process, and a coordinated leadership that shares power and honor to resolve coordinating and mobilization issues among the partners. As for routine reasons, the working partners of the TSA already have relatively similar mission statements and points of value in advance, with consensus previously aggregated by long-term cooperation; and they organize fully-authorized, well-discussed and jointly-decided routine activities, with mutual trust and respect among their components, with different expertise and creativity, so as to facilitate their routine functions of the TSA. Taking the cultural aspect into consideration, the TSA components do have understanding and respect to the local cultures; their perception differences and obstacles between themselves toward the cultures have been intermediated through forming common mission statements and visions. The TSA also made a difference to and has influence on the cultures, with elements of which handled by re-thinking and balancing between persistence and compromises, remarkably done by mutual trust between strategic alliance partners as a key factor. By analyzing the organizational design of this NPO strategic alliance with the ARC theory, this author not only is able to put together and analyze the key factors of a successful NPO strategic alliance, but also builds, in his related conclusions, the key mechanisms of architecture, routine and culture. The academic circles can further understand and discuss the dynamic links and mutual influences among the three mechanisms. Last but not least, this author finds that the other key factor of a successful NPO strategic alliance is the role of its integrators. Since the contemporary theoretic descriptions about strategic alliances, especially those for an NPO strategic alliance, have yet to cover the field of the organization design of such alliances, the dissertation has an important academic value of fulfilling such theoretic vacancies.
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