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博碩士論文 etd-0629108-140312 詳細資訊
Title page for etd-0629108-140312
論文名稱
Title
家族企業繼承之影響要素-台灣家族企業之實證研究
Factors Affecting Family Business Succession: An Empirical Study of Taiwan's Family Businesses
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
100
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2008-05-31
繳交日期
Date of Submission
2008-06-29
關鍵字
Keywords
繼承者發展、家族企業、創立者、繼承者、繼承計劃、繼承者挑選
Successor, Family Business, Founder, Successor Development, Successor Selection, Succession Planning
統計
Statistics
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The thesis/dissertation has been browsed 5789 times, has been downloaded 1816 times.
中文摘要
家族企業來於世界經濟扮演重要角色,此外,家族企業因所有權、經營權、家族三要素合而為一,使其相關管理議題更為複雜,有鑑於上述影響力及議題複雜度,家族企業相關研究日漸受到學術研究重視,然而,研究顯示約七成家族企業無法成功傳承第二代,繼承成為家族企業延續一重要議題。
本研究採質化方法,針對台灣四家已完成繼承或繼承者現處核心領導職之企業進行訪談,企圖探討家族企業創立者態度對繼承過程之影響及其角色調整、繼承者個人興趣、能力、發展與繼承者挑選條件之重要性;研究結果顯示,家族企業創立者大多提名繼承者但無繼承計劃,於退休或交出經營權後常以諮詢顧問角色存於企業中;繼承者的挑選以子為優先,個人興趣與企業經營相符有助於繼承;在訓練、發展上,無明確訓練、發展計劃,以做中學為主並依賴創立者傳授相關人脈和知識,以建立繼承者繼承正當性並取得利害關係人之信任;華人「家庭」價值有助於繼承。
Abstract
Family businesses have been a majority in the stage of world economy, and whose combination of ownership, management and family make relevant management issues even more complex. The significance and complexity of family businesses have incrementally attracted more scholar attention. Literature indicates that only one-thirds of family businesses can be passed on to second generation. Succession, therefore, becomes an important issue in the continuity of family business.
This study, in adoption of qualitative approach, aims at exploring how the attitude of founders in the family business towards succession can influence the succession process and how they adjust roles in the business during the succession process, and the importance of successors’ level of interests, abilities and development and the criteria of successor selection. Four case companies were interviewed. The results are as follows: 1). Founders in the family business usually nominate their desired successors, but do not have further succession plan, and moreover, remain their influences or statues in the business as consultants once they retire or transfer leadership. 2). Preferences in male siblings are demonstrated. 3). In terms of training and development, successors rely on on-the-job trainings and founders to pass their connections and relevant industrial knowledge, by that successors are likely to build up their legitimacy and gain trust from stakeholders. 4). Successors’ personal interests that are accommodated by succeeding the business is positive for succession. 5). The value of family in the Chinese context is positive for succession.
目次 Table of Contents
Chapter I: Introduction……….............................................1
1-1 Research Background and motivation.....................1
1-2 Research Objectives……............................................3
1-3 Research Procedure………........................................4

Chapter II: Literature Review………….............................6
2-1 Family Business...........................................................6
2-2 Family Business Succession.....………….............13
2-2-1 Founder.....................................................................15
2-3 Successor’s Relationship with Family Members
and founders/Incumbents…...........................................18
2-4 Successor Selection………......................................25
2-5 Successor Development…………..........................27

Chapter III: Research Methodology.......……………….29
3-1 Qualitative Studies……….........................................29
3-2 Data Collection…………….......................................31
3-2-1 Data…………………………...................................31
3-2-2 Informants……………………………....................32
3-2-3 Procedures………………………...........................36
3-3 Term Definitions…………………….........................38
3-3-1 Family Business and Succession……...............38
3-3-2 Initiation of Succession Planning…….................40
3-3-3 Successor Development and Successor’s Relationship with Founders or
Incumbents and Family Members..................................41
3-4 Conceptual Research Framework……………......43

Chapter IV Case Analyses and Findings……………..44
4-1 Case Company Profile…..........................................44
4-2 Analyses and Findings……......................................55
4-3 Research Framework Revision…...........................65

Chapter V Conclusions and Implications……….........66
5-1 Conclusions………………………............................66
5-2 Managerial Implications………………....................69
5-3 General Limitations…………...................................71
5-4 Suggestions for Future Research….......................72


References……….............................................................74
Appendix I……………........................................................89
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