The non-profit organizations in Taiwan have been arising and flourishing since 1990s. Not only has its number increased dramatically, its service quality been improved, but also have the public issues it proposed tended to be diversified. Under the wave of globalization, many non-profit organizations began to extend their operation abroad, actively expanding their service markets to the international society. The objects of this research are two domestic nonprofit organizations. The motives of their international operation and their operation models are explored in this study from the perspectives of Resource-Based View, Life Cycle, Resource Dependence Theory, and Network Relationship. From the case studies, it is found that the expansion of the non-profit organization is decided not only by its motive to fulfilling the mission of the organization but also by its size and its life cycle. To achieve their mission and advocate their ideas effectively, the non-profit organizations transmit their service by setting up overseas bases of operation directly. Yet, for the purpose of using the resources more effectively, lowering the risk and speeding up its entrance, they tends to adopt the way of strategic alliance once they entered their aimed markets, cooperating with well-established partners or others that have complementary resources. Therefore, a win-win outcome is resulted from the reciprocal relationship.
