1.讓修課者瞭解SE相關理論及爭議。
2.讓修課者瞭解當前臺灣SE的輪廓、經營環境及面臨到的挑戰。
3.讓修課者瞭解如何運用SE知識來經營管理SE。
在全球化趨勢下，社會企業面臨著比以往多元與複雜的社會問題，如何運用有限的資源，落實組織計畫目標，逐步實現組織使命，已成為當今社會企業領導者必須審慎面對的管理課題。本課程除將簡介社會企業的定義、範圍與論述外，並將以不同的案例來引介社會企業之基本內涵，及該類組織未來可能的發展趨勢和挑戰。1. Let the students understand the SE theory and disputes.
2. Let students understand the current profile, operating environment and challenges faced by Taiwan SE.
3. Let students understand how to use SE knowledge to manage SE.
Under the trend of globalization, social enterprises are facing diversified and complex social problems than before. How to use limited resources, implement organizational planning goals, and gradually realize organizational mission has become a management subject that leaders of social enterprises must face prudently. In addition to introducing the definition, scope and discussion of social enterprises, this course will introduce the basic connotation of social enterprises and the possible development trends and challenges of this organization in the future.
Ridley-Duff, R., & Bull, M. (2015). Understanding social enterprise: Theory and practice. New York: Sage.
Defourny, J., & Nyssens, M. (2010). Conceptions of social enterprise and social entrepreneurship in Europe and the United States: Convergences and divergences. Journal of social entrepreneurship, 1(1), 32-53.
Abu-Saifan, Samer(2012). Social Entrepreneurship: Definition and Boundaries. Technology Innovation Management Review,February: 24-27.
Dees, J. G. (2008). Philanthropy and enterprise: Harnessing the power of business and social entrepreneurship for development. innovations, 3(3), 119-132.
Martin, R. L., & Osberg, S. (2007). Social entrepreneurship: The case for definition. Stanford social innovation review, 5(2), 28-39.
Santos, F. M. (2012). A positive theory of social entrepreneurship. Journal of business ethics, 111(3), 335-351.
Eikenberry, A. M. (2009). Refusing the Market: A Democratic Discourse for Voluntary and Nonprofit Organizations. Nonprofit and voluntary sector quarterly,38(4), 582-596.
Sanders, M. L. (2015). Being nonprofit-like in a market economy: Understanding the mission-market tension in nonprofit organizing. Nonprofit and Voluntary Sector Quarterly, 44(2): 205-222.
Dart, Raymond(2004). Being “Business-Like” in a Nonprofit Organization: A Grounded and Inductive Typology. Nonprofit and Voluntary Sector Quarterly, 33(2), 290-310.
Maier, Florentine , Michael Meyer , Martin Steinbereithner(2016). Nonprofit Organizations Becoming Business-Like: A Systematic Review. Nonprofit and Voluntary Sector Quarterly, 45(1), 64 –86.
Kramer, M., and Cooch, S.(2006).Investing for Impact: Managing and Measuring Proactive Social Investments. Foundation Strategy Group. http://www.issuelab.org/resource/investing_for_impact_managing_and_measuring_proactive_social_investments
U.S.Trust(2016). THE ENDOWMENT CHALLENGE: Supporting nonprofit missions with goals-based investment strategies. http://goo.gl/t5ZVtC
Alter, K. (2007). Social Enterprise Typolog
Ridley-Duff, R., & Bull, M. (2015). Understanding social enterprise: Theory and practice. New York: Sage.
Defourny, J., & Nyssens, M. (2010). Conceptions of social enterprise and social entrepreneurship in Europe and the United States: Convergences and divergences. Journal of social entrepreneurship, 1(1), 32-53.
Abu-Saifan, Samer(2012). Social Entrepreneurship: Definition and Boundaries. Technology Innovation Management Review,February: 24-27.
Dees, J. G. (2008). Philanthropy and enterprise: Harnessing the power of business and social entrepreneurship for development. innovations, 3(3), 119-132.
Martin, R. L., & Osberg, S. (2007). Social entrepreneurship: The case for definition. Stanford social innovation review, 5(2), 28-39.
Santos, F. M. (2012). A positive theory of social entrepreneurship. Journal of business ethics, 111(3), 335-351.
Eikenberry, A. M. (2009). Refusing the Market: A Democratic Discourse for Voluntary and Nonprofit Organizations. Nonprofit and Voluntary sector quarterly,38(4), 582-596.
Sanders, M. L. (2015). Being nonprofit-like in a market economy: Understanding the mission-market tension in nonprofit organizing. Nonprofit and Voluntary Sector Quarterly, 44(2): 205-222.
Dart, Raymond(2004). Being “Business-Like” in a Nonprofit Organization: A Grounded and Inductive Typology. Nonprofit and Voluntary Sector Quarterly, 33(2), 290-310.
Maier, Florentine , Michael Meyer , Martin Steinbereithner (2016). Nonprofit Organizations Becoming Business-Like: A Systematic Review. Nonprofit and Voluntary Sector Quarterly, 45(1), 64 –86.
Kramer, M., and Cooch, S. (2006).Investing for Impact: Managing and Measuring Proactive Social Investments. Foundation Strategy Group. http://www.issuelab.org/resource/investing_for_impact_managing_and_measuring_proactive_social_investments
U.S.Trust(2016). THE ENDOWMENT CHALLENGE: Supporting nonprofit missions with goals-based investment strategies. http://goo.gl/t5ZVtC
Alter, K. (2007). Social Enterprise Typolog
| 評分項目 Grading Method | 配分比例 Grading percentage | 說明 Description |
|---|---|---|
| 報告撰寫計畫書報告撰寫計畫書 Report writing a plan |
35 | 依個人興趣擇選機構撰寫。 |
| 期末報告期末報告 Final report |
45 | 依個人興趣擇選機構撰寫。 |
| 課堂表現及小報告課堂表現及小報告 Classroom presentations and briefings |
20 | 依課程指定教材整理 |
