探討社會企業餐廳：挑戰﹑關鍵成功因素和社會創新

This study aims to extend our understanding of SERs by: identifying the motivations for social entrepreneurship in the restaurant sector; examining the types of social goals that SERs aim to achieve; exploring the management challenges and key success factors of SERs. A grounded theory approach was adopted in this two-stage study. In the first stage, semi-structured interviews were carried out to obtain data from founders or managers of SERs to explore their motivations for social entrepreneurship, the social goals they aspire to achieve, as well as the management challenges and key success factors faced by their SERs. In the second stage, focus group interviews were conducted with employees of the SERs to examine the management challenges, key success factors from their perspectives. A total of 17 participants were interviewed, including eight founders/managers and nine employees from a sample of eight SERs. Eleven social goals were identified which were further classified into five main types: (1) reduce food wastage, (2) create an accessible and friendly environment, (3) utilise special ingredients, (4) pursue financial independence, and (5) help the minority or underprivileged. Twelve motivations for social entrepreneurship in the restaurant sector were identified from the data, and were grouped into five main categories: (1) create employment opportunities, (2) personal interest and passion, (3) educate the general public, (4) financial independence, and (5) unmet social needs. A total 19 key success factors (KSFs) were identified from the data. They were classified into eight main categories: (1) high product and service quality, (2) word-of-mouth marketing, (3) accessibility and convenience, (4) connection with local community, (5) devoted and committed leader, (6) invest in employee training and development, (7) flexibility in catering to market needs, and (8) have proper systems in place. The findings of this study are expected to shed light on the motivations underlying social entrepreneurship in SERs, which will be valuable for policymakers to develop appropriate programmes or incentives to encourage the establishment of SERs. This is especially important in Taiwan due to the continued expansion of the restaurant sector. The findings will also fill the knowledge gap in social goals, management challenges, and key success factors of SERs. Such knowledge is expected to provide a valuable blueprint for success for aspiring social entrepreneurs in the restaurant sector, allowing them to develop innovative solutions that create value for community and society through SERs.