企業二代接班人培育方式—以台灣地區中小型家族企業為例

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Please use this identifier to cite or link to this item: https://irlib.pccu.edu.tw/handle/987654321/30055

Title:	企業二代接班人培育方式—以台灣地區中小型家族企業為例 A Study on the Talent Cultivation of Second Generation of Entrepreneur-a case study on a Family-owned Small and Medium Enterprise in Taiwan
Authors:	郭重凱 Kuo, Chung-Kai
Contributors:	企業實務管理數位學習碩士在職專班
Keywords:	家族企業接班人計畫接班人培育 Family business Succession planning Succession training
Date:	2015-07
Issue Date:	2015-08-03 15:40:03 (UTC+8)
Abstract:	家族型企業歷史由來已久，惟大部分中小企業主並未重視永續經營，接班結果的好壞會影響企業營運與未來走向，然而家族企業傳承通常難以言傳，多透過長時間交接班完成世代交替，本研究旨在探討接班人培育方式有哪些做法，以做為家族企業企二代接班人學習參考與借鏡。透過深度訪談的方式，以台灣地區中小型家族企業為研究對象，經由質性研究紮根理論進行分析，了解接班人培育方式現況。研究結果發現在接班人計劃制定上，台灣家族企業仍以偏好具血緣關係之家族成員做為接班人不二人選，在接班人培育方式上依階段如下：一、正規教育階段：自小接觸於家族企業環境下生長，較能建立日後進入家族企業任職之認同與歸屬感，惟受過高等教育之子女，反而對返回家族企業內部就業產生抗拒。二、在外歷練階段：外部歷練經驗多與家中產業毫無相關，自發性願意盡早進入家族企業任職，藉由組織內部歷練多能獨當一面。三、見習階段：跟隨著父母身旁見習縱使歷經長時間接班準備期，若現任企業主無意願放手，仍需有賴兩代共同配合，直至成為實質負責人。 The development of family-owned enterprise is time honored. However, most of the entrepreneur do not take the sustainable operation into account in terms of business development and pays few attention on the successor training. The succeeding process and result is critical to the development of the enterprise, however, in most of the cases, the process is not systematically organized and the generation alteration and the job handover is often reached by a long-term practice. The study aims to explore the types of successor training and can serve as a reference for the second generation of entrepreneur in the process of the job handover. The study conducts an in-depth interview on the subjects of the family-owned small and medium enterprise in Taiwan. The results are analyzed by applying qualitative research method ground theory to map the current status of successor training in Taiwan. The results finds that the family-owned enterprise in Taiwan prefer to put the blood-related family member on the enterprise succeeding plan and the training phases of the successor are as follows. 1. Formal education: The successor grew up in the environment of the family-owned enterprise tends to develop a strong identification toward the occupation and the enterprise, however, the successor with advanced education attainment tends to has a adaption issues for the enterprise environment. 2. The experience and toughening: The successor with outward toughening experience tends to develop business not relating to the family-owned enterprise, on the other hand, the successor with experience of the inward toughening tends to acquire capability to take charge of the family-owned enterprise. 3. Probation learning: Though the preparation for succeeding has been ready for a long time, the successor still can not be the actual responsible person as the elder generation is not willing to release the power. It's a issue to be tackled by the cooperation of the both generations.
Appears in Collections:	[Department of Business Administration & Graduate Institute of International Business Administration ] Thesis

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