企業與慈善團體透過資源拼湊與募集食物成立食物銀行，左手零浪費，愛惜食物募集食物；右手零飢餓，幫助弱勢家庭與弱勢族群需要的食物，形成左右開弓的社會中良善的循環與減少食物浪費，透過企業與慈善團體透過資源配置分工，分析資源缺口、整合資源、資源配適，企業與外部慈善團體融合、協同合作，幫助弱勢家庭與弱勢族群得以溫飽，達成社會中”零浪費，零飢餓”的目標。企業致力完善企業社會責任系統，激盪出實踐企業社會責任 (CSR) 創新作法，推動成為企業永續經營、發展的根基，樹立社會良好典範。
本文將論述家樂福公司為了食品新鮮的形象與良好品質，以消費者的喜好為優先，而面臨食品部門報廢居高不下的現況，又不願將龐大可食用的食物浪費，如何處理調整公司的經營策略，將可用資源與慈善團體合作，創新企業社會責任的創新做法。
本論文包含個案本文與教學指引兩部份，希望透過本論文，藉此提供企業領導者參考，如何帶領公司將閒置資源或利用公司基金會、職工會的資源，經由嚴謹客觀與慈善團體或地方政府機關合作，左右開弓，善用資源幫助社會上的弱勢家庭與弱勢團體，將資源充分配置，善盡”取之社會，用之社會”的企業社會責任，期能從個案中獲得不同視角的啟發，增加不同視野的思考，達成最大的執行成效，使台灣社會能”老有所終，壯有所用，幼有所長，孤獨廢疾者，皆有所養”彌補政府照顧不足的弱勢家庭與弱勢團體。
近年來食物議題，飽受全球的關注，食物資源如何有效被利用，減少食物浪費，同時幫助弱勢族群，已成各國研究解決方法的顯學。

Corporations and charities work together to set up food banks by pooling resources and raising funds for food. Using the idea of “organisational ambidexterity” proposed by American scholar Robert Duncan as the method, they work together to realize the goals of anti-waste and anti-hunger at the same time. Through the division of resources between enterprises and charities, analyzing resource gaps, integrating resources, and adapting resources, enterprises and external charities can integrate and cooperate to help disadvantaged families and vulnerable groups to enjoy food and clothing, and achieve zero waste and zero hunger in society. The company is committed to improving the corporate social responsibility system, inspiring the practice innovation of corporate social responsibility(CSR), promoting the foundation of sustainable business and development, and establishing a good model of society.
This research will discuss how Carrefour's image and quality of food are decided, with the preference of consumers as the priority, how the food sector is facing a high rate of scrapping, leading to financial loss, and offer solutions about how to deal with the adjustment of the company's operations. This waste of valuable edible food is a social burden. The strategy is to work with charities to utilize innovative practices in corporate social responsibility.
The thesis contains a case study introduction and the teaching guide. Through this case study, I hope to provide reference for business leaders about how to get their companies to reuse available resources, as well as how to work rigorously and objectively with charity foundations, trade unions, and government departments. By following the method of organisational ambidexterity, maximizing the use of idle resources, and at the same time exercising the corporate-social responsibility as the old Chinese saying, “Take the from the society, give back to the society”.
With this research, I hope to provide a different perspective to help achieve the maximum implementation results in Taiwanese society as the concept from Confucius’s The Great Together: “Provision is made for the aged till their death, the adults are given employment, and the young enabled to grow up.”
In recent years, food issues have received global attention. Figuring out solutions about how to effectively use food resources, reduce food waste, and help disadvantaged groups have become a popular topic of study for research groups in various countries.

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金家琪 (2018)，「社區食物銀行運作關鍵成功因素」，環球科技大學企業管理系碩士論文。
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二、 英文文獻
Baker, Ted and Reed E. Nelson (2005), “Creating Something from Nothing: Resource Construction through Entrepreneurial Bricolage,” Administrative Science Quarterly, 50 (3), 329-366.
Chang, Yi-Ying, Mathew Hughes (2012), “Drivers of Innovation Ambidexterity in Small-To Medium-Sized Firms,” European Management Journal, 30 (1), 1-17.
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Filippini, Roberto, Wolfgang H. Güttel, and Anna Nosella (2012), “Ambidexterity and the Evolution of Knowledge Management Initiatives,” Journal of Business Research, 65 (1), 317-324.
He, Zi-Lin and Poh-Kam Wong (2004), “Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis,” Organization Science, 15 (4), 481-494.
March, James G. (1991), “Exploration and Exploitation in Organizational Learning,” Organization Science, 2 (1), 71-87.
O’Reilly III, Charles A. and Michael L. Tushman (2004), “The Ambidextrous Organization,” Harvard Business Review, 82 (4), 74-81.
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