政大機構典藏-National Chengchi University Institutional Repository(NCCUR):Item 140.119/136021
English  |  正體中文  |  简体中文  |  Post-Print筆數 : 27 |  Items with full text/Total items : 112881/143847 (78%)
Visitors : 50239662      Online Users : 386
RC Version 6.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
    •  Adv. Search
    Home ‧ Login ‧ Upload ‧ Help ‧ About ‧ Administer Goto mobile version
    政大典藏 > College of Commerce > MBA Program > Theses >  Item 140.119/136021


    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/136021


    Title: 台灣集團企業二代接班的成長策略－新事業發展途徑之研究
    The Growth Strategy of the Second Generation Succession of Taiwanese Group Companies-A Study of New Business Development Approaches
    Authors: 林佩俞
    Lin, Pei-Yu
    Contributors: 黃國峯
    郭曉玲
    Huang, Kuo-Feng
    Guo, Shiau-Ling
    林佩俞
    Lin, Pei-Yu
    Keywords: 家族企業
    接班傳承
    企業成長轉型
    新事業開創
    新事業發展途徑
    Family Business
    Succession
    Business Growth Strategy
    New Business Development Path
    Date: 2021
    Issue Date: 2021-07-01 21:26:03 (UTC+8)
    Abstract: 「成長」對於企業而言，是攸關生存的永恆課題，內外在因素交互影響，而「新事業開創」便是帶動成長的最佳解方。

    依據台灣董事學會統計，台灣上市櫃企業74%為家族企業，總市值超過6成，可見家族企業對於台灣整體經濟佔有相當高的比重與影響，企業傳承接班與成長轉型的問題，更是現今許多專家學者與企業共同面對思索解決辦法的問題。

    過去許多文獻探討家族企業計畫性接班、非計畫性接班與老臣挑戰等問題，然而二代接班問題縱使重要，但根據2019資誠家族傳承調研報告顯示，二代接班並非企業此刻首要解決的問題，企業長遠經營才是。

    本研究在前期文獻蒐集時發現企業傳承接班與新事業發展為兩獨立事件，企業並非在欲接班傳承時才需發展新事業，新事業發展可能是因為原事業發展面臨瓶頸，不得不開拓新局面，也有可能是企業依據自身長遠發展目標後深思熟慮的規劃。然而，二代接班有很大的動機需要透過發展新事業以立戰功，弭平老臣不服從、企業組織無齊心共治等情況，因此，本研究欲探討接班人與原事業單位團隊契合性以及新事業與原事業單位關聯性會如何影響企業發展新事業的途徑。

    本研究以企業成長轉型並成功發展新事業的家族集團企業為個案研究對象，研究家族集團企業發展新事業的時機、動機、發展方向、發展方式、開拓路徑以及接班團隊與新事業發展之間的相關性，期許能歸結出新事業發展途徑的關鍵因子，提供未來家族集團企業二代交班欲發展新事業時參考。
    “Growth” is an eternal topic and also a severe challenge for the survival of an enterprise. Driving growth through "creating a new business" involves many internal factors of the enterprise.

    According to statistics from the Taiwan Institute of Directors and Enterprise Development Research Center, 74% of Taiwan’s listed companies are family businesses, with a total market value of more than 60%. This shows that family businesses have a relatively high proportion and influence on Taiwan’s overall economy.

    In the past, many documents discussed issues such as planned succession, non-planned succession and veteran challenges in family businesses. However, even though the issue of second-generation succession is important, according to the 2019 PwC Family Inheritance Research Report, the second-generation succession is not the primary solution for companies at this moment. The problem is the long-term operation of the enterprise.

    This study found that the succession of a company and the development of a new business are two separate events. However, the second-generation succession has great motives that need to develop new careers to achieve merits. Therefore, this study intends to explore the relevant factors which affect the way the company develop new business.

    This research uses a family business as a case study, which has transformed and successfully developed new business. It studies the timing, motivation, development direction, development method, development path, and the succession team on creating new business. The study will provide a reference for the second generation of the family business as he/she wants to develop a new business in the future.
    Reference: 英文部分
    1.Arnoldo C. Hax & Nicolas S. Majluf (1986). Strategy and the Strategy Formation Process. Sloan School of Management. M.I.T.
    2.Akgöbek, İ. (2011). Mergers and acquisitions as a growth strategy a research in Turkish retail sector.
    3.Amabile, T. M., & Gryskiewicz, N. D. (1989). The creativity environment scales: Working environment inventory. Creativity Research Journal, 2, 231-253.
    4.Alfred D. Chandler, Jr. (1977). The Visible Hand: The Managerial Revolution in American Business. Harvard University Press.
    5.A. Y. Durmaz and A. İlhan (2015), Growth strategies in businesses and a theoretical approach. International Journal of Business and Management, 10(4), 210-214.
    6.Block, Z. and MacMillan, I.C. (1995). Corporate Venturing: Creating New Businesses within the Firm. Boston, MA. Harvard Business School Press.
    7.Booz & Allen Hamilton (1982). New Products Management for the 1980s, New York, NY.
    8.Birger Wernerfelt (1984). A Resource-Based View of the Firm. Strategic Management Journal, Vol. 5, No. 2., pp. 171-180.
    9.Chandler, A. D.(1962).Strategy and Structure: Chapters in the History of the American Industrial Enterprises. MIT Press.
    10.Charles W.L. Hill, Melissa A. Schilling, and Gareth R. Jones (2017). Strategic Management: An Integrated Approach, Theory & Cases, 12 e, p52-p70.
    11.Dr. Ichak Adizes (1988). Adizes Analysis of Management: a Comprehensive Program for creating Managerial Teamwork and Company Growth. ManagersEdge Corporation.
    12.Dinçer, Ö. (2007). Strategy Management and Business Policy. Istanbul, Alfa Publishing, 8th Edition.
    13.E. Venter, C. Boshoff, G. Maas(2005). The Influence of Successor-Related Factors on the Succession Process in Small and Medium-Sized Family Businesses. Family Business Review, vol. XVII, no.4.
    14.H. Igor Ansoff. (1957). Strategies for Diversification. Harvard Business Review.
    15.H. Igor Ansoff & Edward J. McDonnell. (1988). The New Corporate Strategy. Wiley.
    16.Handler, W. C. (1989). Managing the Family Firm Succession Process: The Next-generation Family Member`s Experience: U.M.I.
    17.James Allen & Chris Zook. (2001). Profit from the Core: Growth Strategy in an Era of Turbulence. Boston: Harvard Business School Press.
    18.Jauch, L.R. & Glueck, W.F. (1998). Business Policy and Strategic Management (5th ed.). New York: McGraw-Hill Editions.
    19.Larry E. Greiner (1972). Evolution and Revolution as Organizations Grow, Harvard Business Review.
    20.Longenecker, J. G., & Schoen, J. E. (1978). Management succession in the family business. Journal of small business management, 16(3), 1-6.
    21.Matthias Filser, Sascha Kraus, Stefan Mark (2013). Psychological aspects of succession in family business management. Management research review.
    22.Marc H. Meyer & Edward Roberts. (1986). New Product Strategy in Small Technology-Based Firms: A Pilot Study. Management Science 32(7).
    23.Neil C. Churchill and Virginia L. Lewis (1987). The Five Stages of Small Business Growth. Harvard Business Review.
    24.Patton, M. (1990). Qualitative evaluation and research methods (pp. 169-186). Beverly Hills, CA: Sage.
    25.Penrose, E. (1959). The Theory of the Growth of the Firm. Basil Blackwell, Oxford.
    26.Peter Davis (1983). Realizing the Potential of the Family Business. ScienceDirect, volume 12, Issue 1, Pages 47-56.
    27.Porter, Michael E. (1979). The Structure within industries and companies’ performance. Review of Economics & Statistics, May 1979, 61, 214-227.
    28.Porter, Michael E. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitiors. USA: Free Press.
    29.Roberts, Edvard B. & Berry, Charles A. (1985). “Entering New Businesses: Selecting Strategies for Success,” MIT Sloan Management Review, Spring, pp.3-17.
    30.Rumelt, R.P. (1984). Towards a Strategic Theory of the Firm. In R.Lamb, (ed.), Competitive StrategicManagement, 556-570, Prentice-Hall.
    31.Rink, David R. & Swan, John E., (1979). Product life cycle research: A literature review, Journal of Business Research, Elsevier, vol. 7(3), pages 219-242, September.
    32.Roberts A. Pitts & H. Donald Hopkins. (1982). Firm Diversity: Conceptualization and Measurement. Academy of Management Review, Vol.7, No. 4.
    33.Richard Reed & George A. Luffman.(1986). Diversification: “The growing confusion,” Strategic Management Journal, Willey Blackwell, Vol. 7(1), p29-35, January.
    34.Rosenblatt, P.C., deMik, L., Anderson, R.M., & Johnson, P.A. (1985), The Family in Business: Understanding and Dealing with the Challenges Entrepreneurial Families Face. San Francisco: Jossey-Bass.
    35.Spulber, D.F. (2004). Management Strategy. New York: McGraw-Hill.
    36.Susanne G. Scott and Reginald A. Bruce. (1994). Determinants of Innovative Behavior: A Path Model of Individual Innovation in the Workplace. The Academy of Management Journal, Vol. 37, No. 3 (Jun., 1994), pp. 580-607.
    37.Tingey, S., & Vibber, V. R. (1968). Creativity in Management. Management Services, pp. 45-52. 113.
    38.Ülgen, H. & Mirze, K. (2010). Strategic Management in Businesses, Ankara: Literatür Pub.
    39.Van Horn (1973).” Business Models for Electronic Markets,” Electronic Markets, Vol.8, No.2, pp.3-8.
    40.Woodman, R. W., Sawyer, J. E., & Griffin, R. W. (1993). Toward a theory of organizational creativity. The Academy of Management Review, 18(2), 293–321.
    41.Yin, Robert (1985). Case Study Research, pp23.


    中文部分

    1.資誠聯合，2020，2020台灣家族企業傳承白皮書，台北：資誠聯合會計師事務所(PwC TW)。
    2.資誠，2019，2019台灣家族企業傳承調研報告，台北：資誠聯合會計師事務所(PwC TW)。
    3.KPMG，2019，KPMG家族辦公室季刊 2019年夏季號 No.6。p1-34
    4.KPMG，2019，KPMG家族辦公室季刊 2019年冬季號 No.8。
    5.KPMG，2020，KPMG家族辦公室季刊 2020年夏季號 No.10。
    6.KPMG，2020，KPMG家族辦公室季刊 2020年前秋季號 No.11。p1-10
    7.KPMG，2020，KPMG家族辦公室季刊 2020年冬季號 No.12。p1-18
    8.台灣董事學會，2018，2017年華人家族企業關鍵報告，家族治理評論，第11期。
    9.黃國峯，2020，接班人如何開創新事業策略方向，家族企業傳承接班論壇，台北。
    10.洪世章、譚丹琪、廖曉青，2007，企業成長、策略選擇與策略改變，中山管理評論15卷1期。
    11.李吉仁，1999，我國集團企業成長策略選擇與分子企業經營績效之研究，行政院國家科學委員會專題研究計畫成果報告（編號：NSC 88-2416-H-002-040），未出版。
    12.安德魯.坎貝爾、羅伯.帕克，2005，成長的賭局，天下雜誌。
    13.蒂芬妮．波瓦（Tiffany Bova），2020，全球800 CEO必備的應變智商：「情境x組合ｘ排序」的乘法效應，從停滯期躍升的思維與執行，方言文化。
    14.司徒達賢，2013，「家族與專業經理人共治的時代」，董事會評論，第2期，頁18-21。
    15.于卓民，2014，國際企業環境與管理，四版，台北：華泰文化。
    16.司徒達賢，1979，企業政策與策略規劃，台北：東華書局。
    17.司徒達賢，2005，策略管理新論-「觀念架構與分析方法」，台北：智勝文化事業股份有限公司。
    18.司徒達賢，2005，策略管理新論，二版，智勝出版社，台北，民國九十四年。
    19.中華徵信所，1972，《台灣地區集團企業研究》，台北：中華徵信所。
    20.蔡鴻青，2013，「華人企業接班與轉型關鍵報告」，董事會評論，第4期，頁22-26。
    21.黃光國，1984，談家族企業的組織型態，中國論壇，13(7)，21-22。
    22.許士軍、陳光中，1989，台家家族企業發展與家族結構關係，行政院國家科學會專題研究報告，1-11頁。
    23.李佳寧，2018，家族企業非計畫性接班之探討－以A公司為例，國立政治大學企業管理研究所（MBA學位學程）碩士學位論文。
    24.李靖文，1998，從資源基礎觀點探討餐旅業成長策略－以晶華國際酒店集團為例，國立政治大學經營管理碩士學程全球台商班碩士論文。
    25.楊政傑，1996，企業成長模式之研究－以台塑企業為例，國立政治大學商學院經營管理碩士學程財務管理組碩士論文。
    26.邱垂昌和洪福讚，2008，在不同企業生命週期下智慧資本與企業價值關聯性之研究，當代會計第九卷第二期p201-211。
    27.陳家彬，1996，企業生命週期及多角化策略與公司財務特性之關係，國立中興大學台中夜間部學報（Journal of Taichung Evening School, NCHU），Vol2. P243-294。
    28.張書松，2006，台灣中小製造業新事業進入模式與經營績效之研究，育達商業技術學院企業管理研究所碩士學位論文。
    29.李佩樺，2012，組織創新對企業新事業發展之核心能力的影響初探，國立政治大學科技管理研究所碩士學位論文。
    30.黃銘宏，2015，企業轉型與成長之個案研究，國立政治大學經營管理碩士學程碩士學位論文。
    31.柯國華，2006，企業成長策略之研究─以明基集團為例，國立中山大學企業管理學系碩士論文。
    32.王淑慧，2013，家族企業永續經營治理機制之研究：以運輸集團為例。經營管理碩士學程EMBA。http://nccur.lib.nccu.edu.tw/handle/140.119/68538
    33.楊世熙，2012，「家族企業進行策略與組織變革之研究」，東海大學高階經營管理研究所碩士論文。
    34.莊璧瑄，2009，家族企業接班人遴選及經營績效評估因素之探討，東海大學企業管理學系碩士學位論文。
    35.瞿宛文、洪嘉瑜，2002，自由化與企業集團化的趨勢，台灣社會研究季刊，第四十七期p38。
    36.蔡家澤，2017，探討台灣家族型態中小企業接班人創新遇到的困難與因應之道，國立中正大學企業管理學系碩士學位論文。
    37.顧娜娜，2007，家族企業接班人培訓計劃之個案探討，國立高雄大學高階經營管理碩士在職專班碩士論文。
    38.鄧學凱、彭朱如，2019，台灣土雞王：凱馨實業，政大商管個案中心。教學手冊：TN07-AC-03。
    39.李秉璋，2009，養雞科學化農業大轉型－專訪凱馨實業股份有限公司，農業生技產業季刊，第19期，第82-84頁。
    40.周秩年、葉怡宣，2015，雞肉消費市場現況，台灣趨勢研究。
    41.行政院農業委員會，2021，畜牧類農情統計調查結果（含產值）（109年），表3 109年底各類畜禽飼養場束即在養量－按品項別分。
    Description: 碩士
    國立政治大學
    企業管理研究所(MBA學位學程)
    108363015
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0108363015
    Data Type: thesis
    DOI: 10.6814/NCCU202100638
    Appears in Collections:[MBA Program] Theses

    Files in This Item:

    File Description SizeFormat
    301501.pdf3683KbAdobe PDF2188View/Open


    All items in 政大典藏 are protected by copyright, with all rights reserved.


    社群 sharing

    著作權政策宣告 Copyright Announcement
    1.本網站之數位內容為國立政治大學所收錄之機構典藏，無償提供學術研究與公眾教育等公益性使用，惟仍請適度，合理使用本網站之內容，以尊重著作權人之權益。商業上之利用，則請先取得著作權人之授權。
    The digital content of this website is part of National Chengchi University Institutional Repository. It provides free access to academic research and public education for non-commercial use. Please utilize it in a proper and reasonable manner and respect the rights of copyright owners. For commercial use, please obtain authorization from the copyright owner in advance.

    2.本網站之製作，已盡力防止侵害著作權人之權益，如仍發現本網站之數位內容有侵害著作權人權益情事者，請權利人通知本網站維護人員(nccur@nccu.edu.tw)，維護人員將立即採取移除該數位著作等補救措施。
    NCCU Institutional Repository is made to protect the interests of copyright owners. If you believe that any material on the website infringes copyright, please contact our staff(nccur@nccu.edu.tw). We will remove the work from the repository and investigate your claim.
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback