- 學位論文
台灣中小企業家族型態接班問題之研究 - 以中部地區某製造業為例
The Succession Problems of Family-owned Business - A Case Study of a Lead-Acid Battery Company in Central Taiwan
摘要
本研究試圖以台灣中部地區一家以家族型態經營的中小企業進行考察接班後的治理問題。透過質性研究取向中的參與觀察法與深度訪談法，並佐以文獻分析法來對照分析，中小企業接班人在承續創業家之後，不僅必須快速且有效的建立以自身為權力核心節點的各種社會網絡關係，以確保領導威信；更必須有效的控制經營績效，來穩定企業組織內、外的運作。 根據訪談後的資料歸納出「經營策略」、「組織結構」、「企業文化」、「領導風格」等四個分析構面，來說明中小企業接班人在成為領導人之後，在永續經營的目標之下，一方面必須在有限的資源與不同身分的轉換上，先穩定人事佈局與組織績效，再逐步透過企業文化的塑造，達成組織變革工程，建立屬於自己的新朝代。
並列摘要
In order to maintain the sustainability of the family-style company, a sophisticate succession plan is necessary for the successor and his family business. The successor has to know not just how to deal with the complicated relation between the family members, but also the competitive capability of his company. This research takes a family business style manufacturer company in central part of Taiwan as a case study and examines how the successor builds and plays his new social networks to maintain the existing family business. Through the participatory observation and in-depth interview methods of qualitative approach, four aspects are constructed as management strategies, organization structure, corporate culture and leadership style. From these four aspects, the successor has to arrange his personnel matter and business achievement as the first step after becoming a president. Then, the president creates the corporate culture and reorganizes the company. Finally, he has to develop a new social network connecting family members and business partners together through interpersonal relationship for his generation.