中小型家族企業經營架構、公司治理與
家族治理之個案研究

台灣絕大多數的公司屬於中小企業，其中絕大部分都是家族企業。過去台灣隨著亞洲崛起的機會，藉由加工出口、創匯而成長。然而，隨著台灣工資成本上漲，東南亞及大陸的崛起，大部份的中小企業都外移到工資及資源相對低廉的鄰近國家，以持續發展企業競爭力。但台灣中小企業在産業價值鏈中，大部分還是處於加工加值位階，夾在上游原物料供應商及下游一，二階組裝廠之間，以成本及效率賺取微薄的加工利潤，如何轉型成長、以及如何傳承，係本研究所關切的議題。本研究以個案研究方法，針對一家典型的台灣中小企業，S公司，進行研究。S公司自草創以來，一直以低成本，高營運效率為其核心競爭力，但成本降低的效益則隨產品生命期而遞減；公司因此逐步發展能突破地緣限制的＂在地生產，就近服務＂策略，在台灣各客戶群聚區，設多個生產基地，並在七個國家設置25個據點，提供即時與客製化的服務，成功地以拉式行銷取代推式行銷。 S公司成功的跨國佈局與快速的成長，逐漸凸顯公司內部無法培養足夠的興業經理人的問題，從而造成進一步成長的限制。本論文乃建議S公司從改變公司的核心股東家族對公司治理的影響力著手，逐步建立家族治理，規劃集團經營的永續發展架構，以家族治理與公司治理的雙層架構，讓家族治理與公司治理能夠互補，進而架構家族經理人，專業經理人，內外部利益關係人的共營，共榮，共享平台，以突破內部成長制約，引進外部資源，讓已經站上國際舞台的S公司，能永續的為世界各地客戶提供優質的産品與服務。

關鍵字

中小企業；經營架構；家族治理；公司治理

並列摘要

From 1970, Taiwan, Hong Kong, Singapore, and Korea (known as the Four Asian Dragons) led the Asian economic markets with unprecedented rapid growth rates. Taiwan's strength during this era of industrialization was its ability to efficiently export processed goods to earn foreign currencies. In recent years, however, domestic labor costs in Taiwan became more expensive than the fast industrialization of other Southeast Asian countries (including China). Most of Taiwanese companies are pertaining to small-and-medium sized firms, the majority of which are family owned entities. Many of these companies are now forced to move manufacturing abroad to neighbor countries where labor and resources are relatively less expensive in order to stay competitive. Furthermore, most of these companies are stuck in an unfavorable position within the supply chain as contractual manufacturing suppliers earning slim margins between the upstream materials supplier and the downstream tier-one and tier-two manufacturing factories. How to transform themselves from such a situation in order to stay going concern becomes a critical issue for research exploration. In the present thesis, we undertake a case study approach on S company to respond our research inquiry. Since its very beginning, S Company has focused on using a combination of low cost with high efficiency as its core competence to build up its competitive advantage. Forty years ago, the company had the insight to establish the innovative strategy of bringing local production and services to its customers. After careful analysis of its Taiwan customer base, the company set up five factory locations to cater to clients from different regions across the island. In order to arm-length and customized service for its international customers, the company set up service sites in twenty locations within six different countries. The company has succeeded in implementing its pull strategy to replace its old push marketing strategy. Despite its success, fast growing and expansion of the company challenges both the quantity and quality of entrepreneurial managers that the company can internally furnish, a limitation which restricted the speed of the firm’s growth. Based on in-depth case study on the governance structure and management inventory, we suggest the company establish a sustainable structure which balances both family governance and corporate governance and to create an ecosystem which invites internal and external stakeholders to share resources, efforts, and the results together as a way to overcome the restriction of internal resources. Ultimately, this thesis looks to further strengthen the company's current international infrastructure so that it may continue to offer premium products and services to its customer in the future.

並列關鍵字

Small-and-Medium Enterprise ； Corporate Management ； Family Governance ； Corporate Governance

參考文獻

Chandler Jr., A. D.1962. Strategy and structure: Chapters in the history of the industrial enterprise, Cambridge, MA: M.I.T. Press

Gersick, K. E. 1997. Generation to generation: Life cycles of the family business, Cambridge, MA: Harvard Business School Press.

Prahalad, C. K. and G. Hamel. 1990. The Core Competence of the Corporation, Harvard Business Review.

范博宏，2014，交托之重，北京，東方出版社。

Google Scholar

范博宏，2015，關鍵世代，北京，東方出版社。

Google Scholar

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中小型家族企業經營架構、公司治理與家族治理之個案研究

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