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    政大典藏 > College of Commerce > MBA Program > Theses >  Item 140.119/119238


    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/119238


    Title: 家族企業非計劃性接班之探討－以A公司為例
    Unplanned Succession of Family Business －A Case Study of A Company
    Authors: 李佳寧
    Lee, Chia-Ning
    Contributors: 黃國峯
    Huang, Kuo-Feng
    李佳寧
    Lee, Chia-Ning
    Keywords: 家族企業
    非計劃性接班
    接班規劃
    老臣
    Family business
    Unplanned succession
    Succession plan
    Non-Family executives
    Date: 2018
    Issue Date: 2018-08-06 18:24:52 (UTC+8)
    Abstract: 家族企業在未正式交棒前仍充企業接班滿高度不確定性，甚至當非計畫性因素發生如：交棒人因病逝世、意外辭世等因素，許多企業在接班傳承出現經營權之爭，甚至生命遭受威脅。因此，本研究試圖以探討非計劃性接班之家族企業遇到之議題，進而給予後人在接班規劃之的建議。
    　　本研究發現，當家族企業因非計劃性接班因素而傳承時，接班過程的縮短或減少不一定會使營運成果呈現不利影響，反而接班人因為束縛更少，對於公司經營有更強力的決策權，能夠使企業變革產生新的機會與前景。
    　　但是因非計劃性接班因素發生，而使交班人在接班過程中扮演角色的時間減少，的確會減少在接班人與老臣居間協調的時間，可能使老臣問題更加嚴峻。
    　　因此，本研究認為，在接班規劃中，交班人可考慮讓提前放手，讓接班人有可大的空間發揮所長。此外，交班人在接班規劃前期階段中，除了培育交班人，做為接班人與老臣間緩和劑的交班人，更應教育老臣的心態，減少老臣在接班時的阻力。同時，交班人培育接班人時，亦應選任人才，培育接班人所屬經營團隊，才能讓接班人正式接班時有足夠的後盾支援。
    Family business is full of uncertainty before the business succession processes are done. When unplanned succession factors such as the death of founder, management conflicts may happen. Therefore, this study would discuss the issues of unplanned family business succession and propose advices on succession planning of family business.
    　　The research finds out that operation performances won’t necessarily be negatively impacted when unplanned succession factors occur. Instead, successor would have stronger decision power, and enable organization change which provides with new business opportunities and prospects due to less restraints. However, when unplanned succession factors occur, predecessor would have less time in coordinating between successor and non-family executives, causing serious conflicts with non-family executives.
    　　Thus, this study shows that during succession planning processes, the predecessor should provide successor with larger room to demonstrate themselves. Moreover, in the early stage of succession planning, the predecessor should not only train his/her successor, but also educates non-family executives’ mentality and bridge the gap between the successor and non-family executives. In the meantime, the predecessor should also help the successor pick and trains the new management team to ensure sufficient support as business succession happens.
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    Description: 碩士
    國立政治大學
    企業管理研究所(MBA學位學程)
    105363070
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0105363070
    Data Type: thesis
    DOI: 10.6814/THE.NCCU.MBA.059.2018.F08
    Appears in Collections:[MBA Program] Theses

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