家族企業接班問題之探討:以C公司為例

台灣中小企業超過143萬家，佔全台企業家數97.7％，台灣中小企業雇主的年齡，50 歲以上者占 53.73%，60 歲以上者占 17.2%，但僅 6%的企業主有健全的接班計畫。台灣中小型家族企業的接班問題已經逐漸顯現，現有文獻對於中小企業接班議題所提出的需要具體關注的內容主要包括順利接班與企業變革，雖積累了一定的理論研究，但是對於接班過程中具體出現的問題，以及二代企業家接班後，如何擴大企業的競爭優勢，所談甚少。本研究以台灣傳統產業的C公司為例，作為一間中小型家族企業，C公司之二代企業家如何順利接班，並在接班過程中，利用何種策略保持並擴大了企業的競爭優勢。本研究採用個案研究法，透過深度訪談及觀察法蒐集初級資料，並透過整理C公司企業資料、產業報告、理論文獻等方式蒐集次級資料，經研究個案發現，C公司接班過程主要面臨的是人才管理問題，需要應對資深員工管理、高階幹部出走的問題，個案C之二代企業家透過幫助C公司專業化的方式，解決接班過程中遇到的困難並擴大C公司的企業競爭優勢。專業化的方法主要包括：制定明確的管理制度並提供相應的規範文件，推行國際標準認證，對員工進行專業化培訓。

關鍵字

家族企業；接班；人才管理；專業化

並列摘要

There are more than 1.43 million small and medium-sized enterprises in Taiwan, accounting for 97.7% of the total number of Taiwanese enterprises. The employers of Taiwanese SMEs who account for 53.73% of employers are over 50 years old and 17.2% of those are over 60 years old. However, only 6% of business owners have complete succession plan. The succession problems of SME family enterprises in Taiwan have gradually emerged. The existing literature on the succession issues of small and medium-sized enterprises specifically pays attention mainly including smooth succession and corporate transformation. Although a certain amount of theoretical research has been accumulated, there is little concern about the specific problems that arise in the succession process, and how to expand the competitive advantage of the enterprise after the second generation of entrepreneurs takes over. This study takes the SME C as an example to explore how the successor of firm C succeed in succession, and what strategies are used to maintain and expand the firm’s competitive advantage during the succession process. This study adopts a case study method, collects primary data through in-depth interviews and observation methods, and collects secondary data by collating corporate data, industry reports, theoretical literature of firm C. The study finds that the main problems of C’s succession process includes the problem of talent management regarding the senior employee management and high-level cadres leaving. The successor also professionalizes the management of firm C to solve the difficulties encountered in the succession process and expand C’s competitive advantage. The professionalization mainly includes formulating a clear management system and providing corresponding normative documents, implementing international standard certification, and conducting professional training for employees.