聯合國宣布2030永續發展目標，突顯國際對於社會問題的關注與重視，而社會企業運用跨域創新思維，以企業途徑追求社會、經濟、環境三重底線，除了帶動學術界相關研究，並形成實務界變革經濟的新趨勢，另一方面，資訊科技促進頻繁互動，使越來越多領域、組織運用價值共創的概念與作法實現多重目標，顯見多重目標實現有賴利害關係人的跨域參與互動，然而利害關係人並不會平白無故參與，因此本研究提出的研究問題為：一家社會企業如何動員利害關係人，透過參與互動而共創價值？
爬梳動員相關研究，資源動員認為動機源自理性的利益追求，構框動員則訴諸於理念的認同，兩者形同對立又互補的矛盾關係，然而互補取向的探討甚少，且既有的社會企業動員相關研究，呈現資源是社會企業動員利害關係人的關鍵，但社會企業具備混合特性，如人力資源包括支薪員工、無酬志工，因此單以資源觀點探討動員，有稍顯不足之處，本研究試圖以資源動員、構框動員、以及服務主導邏輯的理論視角，建構一家社會企業的動員與價值共創歷程，藉此延伸資源動員與構框動員的互補取向運用，亦完整社會企業動員研究之不足。
本研究以山海屯社會企業為研究個案，透過深度訪談關鍵行動者、蒐集主要利害關係人受訪等次級資料、實地走訪直接觀察，真實呈現個案發展脈絡，反思提出本研究貢獻：社會企業因問題驅動動員、動員促成集體行動、集體行動共創價值，而階段性問題引領歷程之時期轉換，並深入探究動員理論與價值共創理論之串聯，提出資源動員可驅動、構框動員可穩固、價值共創可持續的策略性意義，滿足個別需求的資源動員誘因可作為開端，再以構框動員聚焦集體需求與相同信念，促成集體協作，焦點從個別價值轉向共同價值創造，賦予動員持續性動能，形成本研究理論與實務意涵。
關鍵字：社會企業、動員、價值共創、服務主導邏輯、個案研究。

2030 Sustainable Development Goals highlights international concerns to social issues. Social enterprises employ cross-domain thinking to pursue social and economic goals. Additionally, various fields realize the concept and practice of value co-creation, leading to the achievement of multiple objectives. It is evident that achieving multiple goals depends on the interaction of stakeholders. However, stakeholders do not participate without reason. Therefore, the research question is: How can a social enterprise mobilize stakeholders to co-create value through interactive engagement?
Resource mobilization and framing are two approaches seemingly contradictory yet complementary. However, there is limited exploration of the complementary perspective, and existing research on social enterprise mobilization emphasizes that resources are key to mobilizing stakeholders. While social enterprises possess mixed characteristics, a sole focus on resources falls somewhat short. With resource mobilization, framing, and service-dominant logic viewpoints, this study aims to extend the complementary use of mobilization, and address the shortcomings in existing research.
Through constructing the developmental process of case MOGATHER and exploring its mobilization and value co-creation, this study offers the following contributions: Mobilization of social enterprises is driven by problem-oriented motives, which leads to collective actions and value co-creation. The study further proposes the strategic significance of resource mobilization as a driving force, framing as a stabilizing force, and value co-creation as sustainable force. Initiating mobilization through individual incentives can be followed by framing to focus on collective demands and shared beliefs, fostering collective collaboration to co-create value.
Keywords: Social Enterprise, Mobilization, Value Co-Creation, Service-Dominant Logic, Case Study

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