二十一世紀初期，資本主義的興起帶來了社會面的問題，社會福利需求逐漸增加，企業亦開始透過商業模式，解決未被滿足的社會需求。伴隨著大眾對於社會企業的認識，許多新創事業紛紛開始以社會議題作為創業目標，發展社會企業。
然而，社會企業往往因為雙重目標而難以經營，CB Insights分析新創會失敗的原因，其中以沒有市場需求占比42%。由此可見，對於缺乏資源的新創事業體而言，找尋市場需求將會是新創面臨的最大挑戰。社會企業在不斷尋求市場機會的同時，亦需延續其現有的商業模式。這兩種遵循著完全不同邏輯的活動，被稱之為組織雙元性(Organizational Ambidexterity)，亦即企業具備同時兼顧應用性活動(exploitation)與探索性活動(exploration)的能力。
在社會企業的發展中，較少以新創事業體的經營思維來審視社會企業的商業模式；而過去的研究中，通常是以組織雙元性來探討社會企業在雙重目標上產生的矛盾，為了深入探究社會企業的雙元商業模式，本研究擬定此研究問題：社會企業如何建構雙元組織的商業模式，以確保組織得以永續經營？
本研究欲結合雙元觀點及商業模式觀點，探討社會企業在雙元性組織創新之過程與條件，期許透過雙元性之間彼此的調和建立起動態能力，進而達成社會企業經營目標的雙贏局面。本研究將採質性研究的個案研究法進行剖析，選定之個案公司為台灣社會企業先驅，致力於解決台灣的身障就業議題。個案公司歷經了29次的商業模式軸轉，最後才找到雲端科技產業的商機，適合做為社企軸轉成功之典範。本研究發現：(一) 達成組織雙元性有助於社企商業模式軸轉成功 (二) 社會企業在價值主張上，亦須區分為替受服務對象創造的價值，及替企業客戶所創造的價值。(三) 社會企業在組織身處於不同創業策略階段時，可透過不同知識資本的交互作用，以瞭解組織採取應用或探索活動之條件。

At the beginning of the 21st century, the rise of capitalism has brought about social problems. The demand for social welfare has gradually increased, and enterprises have also begun to solve social needs through business models.
With the public's awareness of social enterprises, many new ventures have begun to take social issues as their entrepreneurial goals and develop social enterprises.
This research attempts to combine organizational ambidexterity and business model perspectives to explore the process and conditions of social enterprise innovation in ambidexterity organizations and hopes to build dynamic capabilities.
This research is based on the case study method of qualitative research. The selected case company is the pioneer of Taiwanese social enterprises. The case company committed to solving the disability employment issues in Taiwan society. It is worth discussing that the case company has undergone 29 verifications.
This study hopes the conclusions can help companies understand the business model of social enterprises and provide useful suggestions.

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