非營利組織提供弱勢兒童課後輔導之策略定位分析－以南投縣竹山鎮為例

NHUIR > College of Management > Department of Business Administration, Master/Ph.D Program in Management Sciences > Disserations and Theses(M. A. Program in Nonprofit Organization Management) > Item 987654321/18384

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Title:	非營利組織提供弱勢兒童課後輔導之策略定位分析－以南投縣竹山鎮為例
Other Titles:	An Analysis of Strategic Positioning in Nonprofit Organizations that Provide After School Programs for Vulnerable Children: The Case of Zhushan Township in Nantou County
Authors:	陳慈慧 Chen, Tzu-hui
Contributors:	非營利事業管理學系碩士班涂瑞德 Jui-te Tu
Keywords:	弱勢兒童課後輔導;策略定位;競爭優勢 after school programs for vulnerable children;competitive advantage;positioning strategy
Date:	2011
Issue Date:	2015-01-22 13:54:27 (UTC+8)
Abstract:	本研究旨在探討非營利組織在提供弱勢兒童課後輔導時，如何建立一個獨特的策略定位，藉以吸引顧客、獲取重要資源、創造組織的優勢，來達成組織的使命與目標。研究對象為位於南投縣竹山鎮上三個提供弱勢兒童課後輔導的非營利組織，本研究使用兩種資料證據的來源，包括半結構式訪談、非營利組織本身提供的檔案文件(提供弱勢兒童課後輔導服務發展的歷史資料、組織架構圖、課輔班上課的課程表、組織的有形資源清單、網頁)等。　　　主要的研究發現包括：(1)非營利組織提供弱勢兒童課後輔導要更重視組織的策略定位；(2)低成本策略比較不適用於提供弱勢兒童課後輔導的非營利組織；(3) 非營利組織提供弱勢兒童課後輔導要積極的建立組織專業形象的認知；(4)組織的策略定位清楚有助於與其他組織發展策略性關係；(5)政府單位是影響組織策略定位最主要的外在環境因素；(6)組織性資源是影響組織策略定位最重要的內部環境因素；(7)主要利害關係人是影響組織策略定位關鍵的間接影響因素。　　This study aims to examine the process for establishing distinct positioning strategies in nonprofit organizations to attract customers, acquire important resources, and create competitive advantage for achieving organizational mission and goals.Cases included in this study are three non-profit organizations providing after school programs for vulnerable children located in the Zhushan Township of Nantou County. Data were collected and verified from two major sources, including semi-structured interviews and documents and reports provided by case study organizations such as historical files, organizational charts, curriculum information, and the resource list. 　　　This study's major findings include: (1) non-profit organization providing after-class programs to vulnerable children should emphasize more on strategic positioning; (2)low-cost strategy is less favorable for non-profit organization providing after-class programs to vulnerable children; (3) non-profit organization providing after-class programs to vulnerable children should actively enhance the professionalization of organizational identity and image; (4) a clear positioning strategy can facilitate the development of strategic relationships with other organizations;(5) government agencies are the major external actors influencing the positioning strategy; (6) organizational resources are the major internal factors influencing the positioning strategy; (7) the major stakeholders exert indirect influence on the positioning strategy.
Appears in Collections:	[Department of Business Administration, Master/Ph.D Program in Management Sciences] Disserations and Theses(M. A. Program in Nonprofit Organization Management)

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