順路的社會責任與實踐－以「順路好食」為例

Abstract

近年社會責任的概念在全球及台灣普遍受到認同，大學與企業各擁擅長，若能循產業創新的三螺旋共生模式（triple-helix model），建構某種實踐社會責任的合作模式或共作平台，必能成就社會共善，互蒙其利。然而令人好奇的是，台灣經過多年的推動，企業攜手大學共同實踐社會責任的成功事例卻相對有限。本研究嘗試解釋此一異業結合的困難，並以特定案例展示成功的可能。它以X大學與Y企業的「順路餐盒」專案為標的，呈現大學與企業如何回應政府政策，與社區組織合作，共同追求永續發展的目標，並探討運作過程中誰參與、各自為什麼目的而存在，以及組織本質和目標異同的磨合與挑戰克服等相關問題。 本文以「順路」為題，因為順路的概念貫穿整個方案。1.就目標來說，大學、企業、地方組織等，彼此志同道合為地方居民生計努力，而順路同行。2. 操作機制，不是送餐到府，而是在生活往來必經定點拿取食物，謂之順路。3. 執行人員，並非專程、專職人員，而是本業之外兼做的公益付出。4.效益上一舉數得，公益扶助之外，順勢兼顧活絡地方經濟與減碳環境友善的多重目標。 研究發現，合作前期關注的重點主要放在價值共創過程中，識別地方需求以及資源盤點與整合。中段則修正執行方式，回應場景變化及空間條件進行動態調整。而專案的後段，我們觀察到擔任計畫發起人及整合者角色的USR，如何致力於滿足各方需求，例如如何把企業端從單純資助者的外圍關係人角色拉進運作體系，透過實際參與讓企業與地方的真實互動，以強化歸屬感及認同度。

The social responsibility has been recognized globally in recent years. The Triple-helix model of industrial innovation provides a pathway for incorporating the strengths of universities and enterprises, establishing cooperating platforms for practicing social responsibility. However, after years of promotion, there are only a few successful cases of university-enterprise cooperation in Taiwan. This study attempts to make sense of the difficult cross-sectoral collaboration and analyze the key success factors with an exemplar case – the project of “Send Luv Box” (順路餐盒) by X university and Y enterprise. The case demonstrates how the university and enterprise responded to government policies, engaged with community organizations, and pursued sustainable development goals collectively. The study also investigates several related topics, including who participated in the process, what goals they pursued respectively, and how the conflicts associated with the diverse nature and goals of organizations could be overcome. The study found that identifying local needs, allocating available resources, integrating inventory, and integrating ideas and efforts were critical in the early stage of such a value co-creation process. Next, the dynamic adjustment of implementation schemes would be emphasized to respond to field conditions and scenario changes. In the final stage, the USR project initiators need to realign the relationship with the enterprise partners in interacting with the local stakeholders. In this synergic process, the enterprise might build a stronger sense of belonging, internalize social responsibility, and move to a critical position from a peripheral starting point.