探討企業接班人與平行領導

本研究目的是從近年科技業蔚為風潮的接班人平行領導模式，來探討各行各業的企業領導人，面對接班人的挑選，所著重的關鍵條件是什麼。在了解與觀察了平行領導後，各自對於此一現象的優缺點看法，還有企業在實行上可能遇到的困境，以及若要能克服，最關鍵的因素是什麼。本研究採用質性研究中的敘事分析，使用深度訪談法和半結構式訪談法來進行五個個案的企業領導人訪談，並以逐字稿進行編碼和分類來呈現領導人對於平行領導的看法和其心目中最適合該企業的理想接班方式。研究結果發現，五位個案領導人皆對於平行領導抱持著保留的態度，認為是短期為了解決人事問題而產生的解套方法。面對此一類型的人才問題，會採取「切出子公司」、「三人決策小組」、「維持一對一接班原狀」三種方式因應。所應對的方法略有不同，但本質上對於接班人的特質要求是雷同的，五位皆對於專業能力還有年紀的需求表示肯定，也都同意需要經過一段時間的觀察與訓練來決定交棒與否，共同的使命是做出對於企業最好的選擇。

關鍵字

平行領導；接班人；深度訪談法；半結構訪談法

並列摘要

Due to the parallel leadership model of successors seems very popular in the technology industry these years, the purpose of this study is to explore the key conditions for the selection of successors. Understanding their views on the advantages and disadvantages of this phenomenon, the difficulties that enterprises may encounter in implementation, and the most critical factors to overcome. This study uses narrative analysis in qualitative research, with in-depth interviews and semi-structured interviews to interview with business leaders in five cases, coding and categorizing the result to present their views on parallel leadership. Trying to figure out the way to smooth handover the company. The study found that all the five case leaders held a reserved attitude toward parallel leadership and considered it as a short-term solution to solve personnel problems. Faced with this type of talent problem, it will adopt three methods to be dealt with. There are slightly different, but with the same request with the characteristics of the successor. All of them are positive about the professional ability and the age, and they all agree that it takes a period of observation and training to decide the successor. Whether or not, the common mission is to make the best choice for the business.