African Journal of
Business Management

  • Abbreviation: Afr. J. Bus. Manage.
  • Language: English
  • ISSN: 1993-8233
  • DOI: 10.5897/AJBM
  • Start Year: 2007
  • Published Articles: 4105

Full Length Research Paper

The study on organizational development for social enterprises in Taiwan

  Shu-Chuan Chen  
  National Open University, Chihlee Institute of technology. Department of Accounting, Ming Chung University, Taiwan. Institute of Business, Fu-Jen Catholic University, Taiwan, (R.O.C).
Email: [email protected]

  •  Accepted: 08 July 2011
  •  Published: 23 November 2011



In solving traditional public sector “government failures” and social problems not addressed by public charities, social enterprises trigger the imitation of enterprise management by non-profit organizations, thus displaying a trend of commercial development in the development of economic value and public welfare value. However, because of social and cultural background differences, European countries and the United States have had different backgrounds of social enterprise development. Taiwan has had experience of social enterprise development similar to that of Western countries. Beginning with the establishment of philosophy, motivation, organizational life cycle, development characteristics of various stages, and foundation of operating business model, the organizational development of social enterprises in Taiwan region began primarily with social welfare and charity foundations, while the establishment of religious organizations further played the role of an important driving force. Thus, social enterprises began gradually moving towards association models formed by disadvantaged groups and cooperatives of community development. In recent years, social enterprise development has combined popularization of social capital and has transitioned into company models.


Key words: Social enterprise, organizational life cycle, organizational development, business management model.