| Summary: | 碩士 === 南華大學 === 非營利事業管理研究所 === 96 === Nonprofit organizations are gaining importance in current economic societies.With their lack of profit-seeking motivation, it is, however, very difficult to quantify their output and performance using traditional measures. Although non-profit-seeking in essence, these organizations are obligatory to earn sufficient operating capital for their sustainable survival and growth, and through such value creation processes, for them to pursue their organizational missions and goals.
Universities are nonprofit organizations with mixed objectives of educational and social responsibilities. With governmental subsidies dwindling and international
competitions strengthening, universities are facing challenges of seeking funds from private sources and stepping out toward globalization. How to survive and prosperous under such a tough condition, then, has become one of the biggest problem for higher educational institutions in Taiwan.
Maximizing efficiency and effectiveness of organizations under limited budget,universities have put more attention to performance evaluation in recent years.
Besides annual performance evaluations by governmental agencies, many researchers propose various ways in evaluating universities. Measures such as efficiency, unit
costs, financial indices, financial management, economic value added, and cost of capital are used in performance evaluation, and all these measures contribute to parts
of the whole framework, yet none of them has drawn a total picture.
Social return on investment (SROI) is a measure of socio-economic value of nonprofit organizations. Developed in the 1990s, SROI comes from the social accounting in the 1970s, focusing on the accountability and philanthropy of social investments. SROI is a tool for evaluating both value and performance, thus it can be used as an integrated performance measure.
This research adopts 265 samples of public and private universities in Taiwan between the academic years of 2002 and 2006. It employs SROI to be the proxy for university performance and five other value drivers, human capital (HC), revenue growth (RG), earning before interest (EBI), working capital (WC), competitive advantage period (CAP) as independent variables. Size is included as a control
variable.
Results are as following:
1. Human capital does not significantly affect performance of universities.
2. From the SROI perspective, private universities exhibit better performance than public universities do.
3. Value drivers can actually improve university SROI.
4. The greater the school size, the higher SROI the school has.
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