非營利組織的市場競爭力、關鍵成功因素與發展願景的關聯研究：以農田水利管理處所轄財團法人為例

Abstract

本研究引用波特五力分析模型做為理論基礎，藉以分析都市型農田水利管理處所轄財團法人之成員，對其所屬組織所知覺的市場競爭力，以及此知覺競爭力對其所認同的財團法人關鍵成功因素與發展願景的影響。本研究文獻探討主題包含：（一）農田水利事業發展；（二）非營利事業組織；（三）五力分析理論；（四）關鍵成功因素，以及（五）發展願景。本研究採用量化與質性研究並行的方式，問卷的調查對象為農田水利管理處所轄財團法人之成員，並透過SurveyCake 網路問卷進行調查，計回收210 份有效問卷後進行統計分析，隨後再邀請任職於上述財團法人之高階主管進行深度訪談，以補充量化研究之不足。 量化研究結果顯示，財團法人之五力分析中，「現存競爭強度」分為「專業能力」及「外界名聲」；「買方議價能力」分為「良好關係」及「服務滿意」；「供應商議價能力」分為「採購內容」及「採購行政」；「潛在進入者威脅」分為「政府優惠」及「非營利優勢」；「替代品威脅」為單一變項。倘要達到成員所認同的「關鍵成功因素」，首要須強化成員的「專業能力」；另倘要達到成員所認同的「發展願景」，必須要持續強化組織的「非營利優勢」。 質性研究結果顯示，「專業能力」可提升財團法人之競爭力，並且最能直接影響「關鍵成功因素」。又財團法人最大的特色為「不以營利為目的」，若善加利用此特色，就有機會達到財團法人之「發展願景」。

On the basis of Porter’s five forces model, this study investigated perceived market competitiveness among members of foundations under the jurisdiction of urban management offices of the Irrigation Agency (IA) of Taiwan and analyzed the effect of competitiveness on the critical success factors and development vision supported by such members. The study reviewed the relevant literature on the following topics: (1) the development of the IA, (2) nonprofit organizations, (3) Porter’s five forces model, (4) critical success factors, and (5) development visions of foundations. Both quantitative and qualitative research methods were adopted in this study. Members of foundations under the jurisdiction of the urban management offices of the IA were invited to complete an online questionnaire survey that was posted on the SurveyCake platform, and 210 valid questionnaires were collected for statistical analysis. Subsequently, senior executives of the aforementioned foundations were invited to participate in in-depth interviews to supplement the quantitative research. The quantitative survey results were analyzed, and the following five forces1 of competitiveness were identified: competitive rivalry, comprising the dimensions “professional capacity” and “external reputation”; buyer power, comprising the dimensions “good relationships” and “service satisfaction”; supplier power, comprising the dimensions “procurement content” and “procurement administration”; threat of new entry, comprising the dimensions “government incentives” and “nonprofit advantages”; and threat of substitutes, comprising only a single dimension. Accordingly, for a foundation to achieve critical success factors that are supported by its members, it must first strengthen the professional capacity of its members. Moreover, for a foundation to achieve a development vision supported by its members, it must continue to strengthen its nonprofit advantages. The qualitative research results also revealed that professional capacity can enhance the competitiveness of foundations and strongly affects critical success factors. Moreover, a foundation must optimize its “not-for-profit” status, which is its major characteristic, to achieve its development vision.