華人社會深受儒家主義與家族主義影響，發展出有別於西方的領導模式，稱為「家長式領導(Paternalistic Leadership)」，家族企業的創始人在公司中扮演舉足輕重的角色，目前國內的企業主平均年齡偏高，更突顯準備接班計劃的迫切性。本研究以台灣上市公司為研究對象，以創始人為公司家長，探討家族企業創始人在家族企業扮演的角色。研究結果顯示，家族企業創始人領導時的績效表現最好，這與華人文化下產生的家長式領導有關，家族企業實質上是以企業家長為核心，帶領家族企業成長。其次，實證結果也證明台灣家族企業由家族成員繼承較專業經理人繼承為佳，家族企業偏好挑選家族成員繼承公司，除了家族主義與傳統的傳子概念之外，是為了延續家族獨特性的資產。最後，實證結果發現提早交棒對直系與旁系血親繼任後績效表現具有顯著正向影響，再次強調國內家族企業提前接班規劃的重要性。

Chinese society is deeply influenced by Confucianism and familism, and has developed a leadership model different from that in the west, which is called "Paternalistic Leadership". The founder of a family business plays a pivotal role in the company. At present, the average age of the business owner is quite old, so it also highlights the urgency of preparing a succession plan. This study takes the listed companies in Taiwan as the research sample and discusses the roles the firm founders play in the family business. Our results show that the firm performance is best when the firm is led by the founder of the family business; it relates to Paternalistic Leadership under Chinese culture. The family business is in fact led by the firm parent as a core member, leading the firm to grow. Second, our results show that it is better for the family business when it is inherited by family members instead of professional managers from outside. Family businesses prefer family members to inherit the firm. In addition to the concept of familism and the son-succeeding tradition, this is in order to extend the family's unique assets. Finally, our results show that when the family business starts the succession process early, there is a significant positive impact on firm performance after the lineal-relative or the collateral-relative successors take office. Once again this emphasizes the importance of early succession planning of domestic family businesses.

論文審定書 i
摘要 ii
Abstract iii
I. Introduction 1
II. Literature Review 6
III. Research Design 13
3.1 The definition of the corporate parent and the successor in a family business. 13
3.2 Data source and the sample selection. 16
3.3 Empirical model and analytical method 20
IV. Empirical Results 26
4.1 Descriptive statistics and correlation analysis 26
4.2 The results of regression analysis of the differences in operating performance before and after the inheritance. 31
4.3 The operating performance difference in different successors. 33
4.4 To take the succession plan into consideration, and whether it will affect the firm performance. 34
V. Robustness Check 38
VI. Conclusion 40
References 42
Appendix 46

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