研究目的:探討台灣地區家族型中小企業接班人承續大位之後的培訓問題。 研究方法及資料:以半結構式問卷訪問家族型中小企業接班人和輔導顧問,了解相互影響程度與輔導模式與效果,以提供未來探討辦理發展「小企業接班人培訓模式」之參考。 研究結果:透過質化分析,了解受訪樣本家族型中小企業接班人接班動機,為傳承家族的使命感,創業主可轉換為企業輔導顧問,也可由外部顧問擔任,培訓顧問與企業之間,擔任類似國師角色,並不參與日常行政決策,只針對大政方向提供建議。 結論與建議:研究對象以台灣及海外地區中小企業已完成企業交班之二代接班人為訪問對象,受質化資料研究之限制,研究結果外推受限。 企業之二代接班人現今所面臨經營環境挑戰,遠遠超過創業主當初所處的時代,企管顧問師無論在問題診斷,方案建議,咨商技巧等等,都必須以更宏觀,更先進手法帶領企業之二代接班人。
Research purposes: This study focus on the training of post-succession in Taiwan family owned SME business. Research Methods and Data: Visit SMEs family successors and consultant with semi-structured questionnaire, Understanding and effects of mutual influence between successor and Consultant. Benefit the future development for providing "small business succession training" program. Research result: Through qualitative analysis, Survey sampling SMEs family owned business successors succession motivation. That is For the transmission of the family mission and vision. Entrepreneurship can be converted to the main business counselor. Counselor ;He or she may also be from outside is not involved in daily administrative decision. Just only important policy decision. Conclusion and Suggestion: This study focus on Taiwan and overseas SMEs that have completed transferring control power to second-generation successor. The application of conclusions is limited. The challenges of business environment for second-generation successor is over the first generation faced. The business consultant must continuously upgrading the skill of diagnosis, consultation with board view. So that to be a smart business consultant