組織競合的認同對自身組織效能影響之研究—以林務局自然教育中心的競合組織為例

Abstract

近年來國人環保意識抬頭，環境教育市場日趨競爭；隨著環境教育法等相關法律制定，加速了環境教育產業的擴張。本研究以林務局自然教育中心的競合組織為例，探討林務局自然教育中心的競合組織 (一) 服務單位類型與競合認同類別的現況；(二) 不同的競合認同類別對林務局自然教育中心組織效能評估的差異性；(三) 不同的競合認同類別對自身組織效能評估的差異性；(四) 林務局自然教育中心組織效能對競合組織自身組織效能之間的關係與影響。本研究透過問卷調查林務局自然教育中心四種不同組織競合類別的競合組織，研究結果為 (一) 環境教育認證場所與財團法人傾向為爭取顧客的互補者；縣市政府團體傾向為爭取供應商的互補者；社團法人則是顯現出上述兩種關係；(二) 林務局自然教育中心在「自然資源」的效能上較受產業界之認同；在「人文特色資源」的效能上較未受到認同；(三) 競合組織透過與林務局自然教育中心合作，能夠提升組織參與、在地資源、社區互動、策略聯盟、學習成長與創新能力的效能，以獲得主管機關及相關單位的經費與營運資源挹注；(四) 透過瞭解林務局自然教育中心的組織效能，能夠協助所有競合組織提升內部組織能量與設定目標；對競爭者之影響著重在組織的檢核與改善、組織人際關係與目標設定；對互補者的影響著重在組織士氣與相關組織成員的效能。本研究建議 (一) 環境教育產業組織應與林務局自然教育中心保持合作，維持知識相互流通；(二) 林務局自然教育中心在「人文特色資源」的效能上繼續深耕著墨；(三) 將自身組織與林務局自然教育中心的競合關係明確定義，以應用互補者或競爭者在林務局自然教育中心對自身影響中相對應的效果。In recent years, the awareness of environmental protection has been risen, and the market of environmental education has become increasingly competitive. In addition, with the enactment of the Environmental Education Act and related regulations, the expansion of the environmental education industry has accelerated gradually. Therefore, this study took the co-opetition relationships of the Forestry Bureau Nature Center (NC) as an example, and there were the research purposes below. (i) To discuss the service unit and the co-opetition identity category of the co-opetition relationships of the NC. (ii) To discuss the evaluation of the organizational effectiveness of the NC by the different co-opetition category groups. (iii) To discuss the evaluation of their own organizational effectiveness by the different co-opetition category groups. (iv) To discuss the impact of the organizational effectiveness of the NC on its co-opetition relationships. The results of the study were: (i) The certificate environmental education facilities and the legal foundations tended to be the complementors for customers. The groups managed by county tended to be complementary for supplier. The juridical associations tended to be the complementors for both customers and suppliers. (ii) The environmental education industry recognized the “natural resources” of the NC. Otherwise, the “humane resources” was less recognized. (iii) Through cooperation with the NC, the co-opetition organizations enhanced the effectiveness of organizational participation, local resources, community interactions, strategic alliances, learning and growth, and innovation capabilities, to obtain the resources from the suppliers. (iv) By understanding the effectiveness of the NC, all co-opetition organizations improved its internal energy and the ability of goals setting.The competitors improved their organizational improvements, the interpersonal relationships and the goals setting; the complementors improved its organization morale and personnel management. This study suggests that (i) The organizations in the environmental education industry should maintain cooperation with the NC to enhanced the knowledge and technology exchange. (ii) The NC should continues to work hard on the effectiveness of “humane resources”. (iii) The organization need clearly define the co-opetition relationship with the NC, so that the complementor or competitor can apply the the corresponding effect to improve their organization effectiveness.