為了生存與成功，組織必須要創新，而員工創造力是組織創新和競爭優勢的重要來源，現今，組織也越來越積極的尋求培養員工創造力的方法。現有的文獻中指出，員工的創造力有助於實現組織的創新，然而在先前的研究重點為探索員工創造力的關鍵影響因素，並且大部分只針對一般企業提出能夠促進員工創造力的管理方式。對於處於不同產業，或不同組織情境如何促進員工創造力的作法仍然未被探索。社會企業以不斷創新的商業手段，實踐解決社會問題或環境永續的使命，而員工創造力就可能成為組織創新的重要來源。因此，本研究的目的就是探索在社會企業中該如何促進員工創造力。
本研究採用質性研究方法（紮根理論），對台灣四家社會企業進行了深入訪談，歸納出在社會企業中促進員工創造力的流程模型。研究的結果指出，加入社會企業的員工大多是希望能夠創造更多的社會價值，因此，為了促進員工創造力社會企業應該強化員工與社會使命的連結，讓員工能夠參與共同討論與決策，且充分授權給予員工彈性的空間發揮創造力。

To survive and succeed, companies must innovate. As employee creativity is an important source of organizational innovation and competitive advantage. nowadays, organizations are increasingly seeking to foster individual creativity. In the existing literature, employee creativity is beneficial for organizations to achieve organizational innovation. However, in previous studies focused on exploring the key factors of employee creativity, and provided the managing strategy for encouraging employee creativity only for commercial companies. The practice of facilitate employee creativity in different industries, or different organizational contexts remains unexplored. Social enterprises by innovative business means, practice the mission of solves social problems and dedicates to environmental sustainability, employee creativity may be an important source of organizational innovation. Therefore, the purpose of this study is to explore how to facilitate employee creativity in social enterprises.
This research adopted qualitative research method (grounded theory), depth interviews with four social enterprises in Taiwan, to create the process model of facilitating employee creativity for social enterprise. The results of the study indicate that most of the employees who join social enterprises were hoping to be able to create more social values. Therefore, in order to promote employee creativity, social enterprises should reinforce the connection between employees and social mission. Additionally, allowing employees to participate in determining operating strategy and mandating employees to have adequate flexibility.

1 Introduction 1
2 Literature review 4
2.1 Creativity 4
2.1.1 Definition of Creativity 4
2.2.2 Antecedents of Employee Creativity 6
2.2.3 Routes to creativity in work 8
2.3 Entrepreneurial and employee creativity 11
2.2 Social Enterprise and Social Entrepreneurs 13
2.2.1 Social enterprise 13
2.2.2 The Role of Social Entrepreneur 14
2.4 Research gap identified 15
3 Research Methodology 17
3.1 Research Design 17
3.2 Data Collection 18
3.3 Data Analysis 21
4 Results 24
4.1 Data Structure 25
5 Discussion 46
5.1 Link with social mission 46
5.2 Organizational atmosphere 47
5.3 Organizational identity 48
5.4 Expertise 50
5.5 Leadership 50
5.6 High autonomy 52
5.7 Creative skill 54
5.8 A Grounded Theory Model 56
6 Conclusion 58
6.1 Limitations and Future Research 59
References 61

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