我國經濟發展以工業為主導，工業則以製造業為主體，而傳統產業對我國的經濟成長佔有非常重要的地位。主因它容納龐大的就業人口，提供大量的就業機會。台灣的傳統產業，家族企業占總企業數約80%。家族企業於全球商業中扮演關鍵的角色，國內外許多研究已經證實，家族型態的企業的確存在於各國中。例如，在英國有75%，在印度、中東、拉丁美洲有超過95%；台灣至少也有76%的上市公司被家族企業控制。因此不論台灣或是他國，家族企業的經營對於各國的經濟發展有著極大的影響力。
本研究運用動態資料包絡分析法測量台灣傳統產業所有產業經營績效差異和家族企業與非家族企業的經營績效，瞭解家族企業與非家族企業之優劣勢。就方法論觀點來看，動態資料包絡分析法可提供長期績效表現資訊，同時能提供更精準的績效測量。
實證結果顯示，傳統產業績效呈現出「市場價值能力」優於「獲利能力」，結果指出大部分傳統產業具有良好的市場價值能力，但未能有效將市場價值能力運用於創造企業的獲利能力。整體傳統產業的非家族企業經營績效優於家族企業。傳統產業23個分業分別計算其效率值，在「獲利能力」階段中，以「玻璃陶瓷」傳統產業獲利能力績效為最佳。而「營建」業獲利能力績效為最差。在「市場價值能力績效」階段中，所有傳統產業中以「運動休閒」業在市場價值能力效率值為最佳。而「鋼鐵」業在市場價值能力中為最差。
The manufacturing industry is the leading industry of Taiwan’s economic development while traditional industry plays a very important role on Taiwan's economic growth. The main reason is that it accommodates a large number of employed people and provides a large number of employment opportunities. The family business shares 80% per cent of the total number of Taiwanese enterprises. Family businesses did play a critical role in the global business. Many studies have confirmed that, family business do exist in many countries. For example, 75% in the United Kingdom, in India, the Middle East, and Latin America has more than 95%. At least 76% per cent of Taiwanese listed companies controlled by the family business. Therefore, regardless of Taiwan or other countries, family business management has a great influence for the economic development of countries.
This study uses dynamic data envelopment analysis approach to measure corporate performance of Taiwanese traditional industries and compare the business performance differences between family enterprises and non-family enterprises to understand the advantages and disadvantages of family and non-family businesses. As the point of methodological view, dynamic data envelopment analysis can provide long-term performance information, as well as provide more accurate performance measurement.
The empirical results show that the traditional industry performance shows “market value capability” is better than “profitability”. The results show that most of the traditional industries have good market value ability, but cannot effectively use the market value ability to create the profitability of enterprises. The performance of non-family enterprises is better than that of family firms. In the “Profitability” stage, the profitability performance of “glass-ceramic” traditional industries is the best among the 23 industries in the traditional industries. While “construction” industry profitability performance is the worst. In the “market value capability performance” stage, the value of the “sports and leisure” industry is the best in all the traditional industries. While the “steel industry” is the worst in market value capability.
