中文摘要
縱觀全球人力資源議題，接班人計劃是目前急需被解決的問題之一；而亞太地區較其他地區更為重視接班人的問題。如何落實接班人計劃仍舊是持續困擾著企業主及人資部門的問題。
本研究之個案公司，為頗具規模之兩岸企業集團且在台灣居於傳統製造業的龍頭地位，對其進行實徵觀察，進而對於個案公司目前發展接班人計劃的現況及發現提出建議。
本研究對於個案公司分別以制度面及人員面來給予建議，分述如下：
一、制度面
（一）、建立兩岸績效考核制度並定義明確的職能：
1. 公平公正公開的績效目標
2. 明確的職能定義
（二）、推動兩岸輪調機制：
1. 熟悉兩岸的組織的運作模式
2. 建立企業文化認同感
二、人員面
（一）、高階主管的支持及參與
（二）、人資部門負責人員的專業及經驗

Abstract

Throughout the global human resources issues, succession plan is one of the most urgently issues needed to be resolved. However, succession issue acquires more attention in the Asia-Pacific region than other areas. How to implement the succession plan is still an ongoing issue plaguing business owners and human resource departments.
The company in the case study is a large-scale enterprise group across the Taiwan Strait and holds the leading position in Taiwan's traditional manufacturing industries. Through empirical observations, its current situations for succession plan and advices are provided in the study.
The suggestions focus on this company’s systems and personnel, as described below:
On the issue of systems, a performance appraisal system with well –defined functions across the Taiwan Strait is suggested. It has fair and open performance goals and clearly defined functions. Secondly, the rotation mechanism across the Taiwan Strait should be promoted. It will benefit both on familiarity with the mode of operation in the organization and on establishment of corporate cultural identity.
On the issue of personnel, support and participation in top management, and expertise and experience in human resource departments are recommended.

目錄
中文摘要 i
英文摘要 ii
目錄 iv
表目錄 vi
圖目錄 vii
第一章 緒 論 1
第一節 研究動機 1
第二節 研究目的 4
第二章 文獻探討 5
第一節 接班人計劃意涵及管理 5
第二節 管理才能 14
第三節 跨國管理人才之相關內容 21
第三章 研究方法 27
第一節 研究架構 27
第二節 研究方法 28
第三節 研究對象 29
第四節 訪談對象及問題 30
第四章 個案研究與分析 32
第一節 個案公司概述 32
第二節 訪談結果分析 50
第五章 研究結論與建議 62
第一節 研究結論 62
第二節 研究建議 64
參考文獻 67

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