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    題名: 家族企業接班佈局之研究
    The succession of family business
    作者: 盧志偉
    貢獻者: 黃國峯
    盧志偉
    關鍵詞: 家族企業
    接班
    接班人
    因素
    紮根理論
    Family business
    Succession
    Successors
    Factors
    Grounded Theory
    日期: 2010
    上傳時間: 2011-09-29 16:31:34 (UTC+8)
    摘要: 本研究為了解家族企業第一代傳承給第二代之接班規劃與模式，及第一代在採取此接班模式所考量之接班因素為何。首先以文獻與次級資料進行紮根分析，大致歸納出台灣家族企業在進行接班時所考量之因素為何。再以深度訪談之方式，訪談十家台灣家族企業，在訪談過程中進一步探究現在台灣家族企業在接班時所採取之模式與其所考量之因素。接續次級資料進行紮根研究，以達到理論飽和。
    選擇家族內部成員或非家族內部成員的家族接班考慮因素有：血緣或親屬關係、中華文化與家庭倫理、教育學歷背景、基層做起、部門輪調、外部工作經驗、意願、信任、經營權、所有權、股權分配、能力、忠誠度、領導風格、個人特質等因素。選擇企業內部員工或外部專業經理人之能力接班考慮因素歸納出來有：教育學歷背景、資歷、企業文化、引進專業技術能力、管理制度、板凳哲學、關係、基層做起、部門輪調、遠見、領導風格。進一步以紮根理論研究方法將兩部份因素進行主軸編碼與選擇編碼最後歸納出第一部份的核心類別為「家族接班」，第二部份的核心類別為「能力接班」。
    本研究相關之研究發現有以下六點：
    一、 科技、製造業對教育學歷背景之要求較食品、消費品業明確。
    二、 家族成員以各部門歷練為主， 內部員工重在深層培育， 外部專業經理人大
    致了解各部門運作。
    三、管理導向領導者較適合兄弟共治企業，新一代領導者偏好外部專業經理人。
    四、兄弟共治企業要長久 經營，彼此觀念要相契合、少計較，並 清楚分權。
    五、年輕二代績效表現主要以改善企業流程或制度為主，尚無法進行重大決策。
    六、第二代在規劃未來接班時多以企業內部員工或外部專業經理人為主。
    The objective of this research was to understand how the owner of family business plans his/her succession and what the factors he or she considers. Firstly, following the grounded theory method, I reviewed prior literatures and used the secondary data to categorize the considered factors in the succession of Taiwanese family business. Then, I conducted the in-depth interviews with 10 Taiwanese family business members to further verify the succession factors. Finally, I used these collected data to achieve theoretical saturation.
    The factors of choosing the successor between family members and non-family members are including: relationship of blood and relatives, Confucian values and Chinese culture, educational background, frontline work experience, functional rotation, outside work experience, willingness, trustiness, governance, ownership, distribution of shares, competence, royalty, leadership and characteristics. The factors of choosing the successor between internal employees and outside professional managers are including: educational background, seniority, business culture, introduce professional skills or professional management, succession system, relationship, frontline work experience, functional rotation, foresight and leadership. I used the axial coding and selective coding to categorize these two kinds of factors into central categories of “Family succession” and “Competence succession”.
    The study can be summarized as following findings:
    1. The requirements of educational background of technology are more specific in the manufacturing industry than the food and FMCG industries.
    2. Family members are focused on functional rotation; internal employees are more emphasized on depth training; the outside professional manager come to family business directly.
    3. The management-oriented leader prefers co-governance of family business between brothers. The new generation leader prefers outside professional managers.
    4. The consistent value of management and clear decentralization are important in brother-cooperative governance business.
    5. The main task of the new generation leader’s performance is to improve business processes or systems. They didn’t have the enough authority to make an important decision.
    6. The new generation leaders plan their future successions with internal members or outside professional managers.
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