台灣政府部門，在過去三十年間，將個人及家庭福利服務供給的責任制度化地轉移至民間非營利組織，使得台灣福利服務供給朝向「社會福利服務供給非營利組織化」的方向發展，也促使台灣「混合型非營利組織」的興起。「混合型非營利組織」跨界為政府提供福利服務，即不再只是為回應社區弱勢群體需求、提供民眾參與公共事務管道而存在的公民社會組織；同時也成為協助政府提供福利服務的專業代理機構。因此，在成為「混合型非營利組織」後，組織治理的實踐便需要面對一項重大挑戰－如何因應組織可能發生使命漂移的問題。本文的論述是立基於一項探討台灣「混合型非營利組織」治理的質性研究，其中關於組織產生使命漂移的原因、及因應組織使命漂移策略的研究發現，提出具體結論，最後並對政策、實務工作、及未來研究提出建議。

In the past thirty years, Taiwanese central government has institutionally delegated the services provision for individuals and families to nonprofit organizations. It has resulted in the development of social service provision system towards “Nonprofitization of social service provision” in Taiwan. It also pushes the emergence of “Hybrid Nonprofit Organizations”. When a nonprofit organization comes across the sectoral boundary to provide social services which are delegated by government, then the nonprofit organization has been transformed into a “Hybrid Nonprofit Organization”. A “Hybrid Nonprofit Organization” does not only play a role of services provider for the needed in local community, a vehicle of civic participation for public affairs, but also a professional agent of public services provision. Therefore, a “Hybrid Nonprofit Organization” will face an important organizational governance challenge—how to prevent organizational mission drift happened. The discussion of this article is based on the findings of a qualitative research. The important issues which have been discussed as follows: why mission drift happened, and how to deal with mission drift in Taiwanese “Hybrid Nonprofit Organizations”. This article also provides suggestions for social policy, social work practice, and future research.