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    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/71079


    Title: 家族企業領導人接班模式決定因素之研究;Factors Influencing Successor Selection of Family Business
    Authors: 高菀伶;Gao,Wan-Ling
    Contributors: 人力資源管理研究所在職專班
    Keywords: 家族企業;家族企業領導人;專業經理人;接班模式;接班模式決定因素;family business;family business leaders;professional manager;successor mode;determinants of successor mode
    Date: 2016-07-05
    Issue Date: 2016-10-13 11:23:55 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 本研究以2005年至2014年台灣電子集團產業之上市櫃家族企業為研究對象,探討家族企業中的領導人(即董事長)異動更迭時,由家族成員或專業經理人來接任的接班模式,決定接班模式相關因素影響之關聯性。
    實證結果顯示: (1) 家族企業董事長異動時,選擇專業經理人的機率與原任領導人海外學歷、集團控制持股比例、三年平均股東權益報酬率(ROE)、企業佔集團營收比、企業投資海外子公司家數及外國法人控股比例呈顯著負相關;(2) 家族企業董事長異動時,選擇專業經理人的機率與對企業董事席次控制比例及企業規模呈顯著正相關。本研究重要管理意涵:(1) 探討在決定接班為何者模式之前,所會受到個人、團體(家族)、組織、環境不同層次的影響因素及關聯性,可提供家族企業作為選擇由專業經理人或家族成員擔任新任領導人之參考依據;(2) 台灣家族企業引進專業經理人經營只是階段任務性接班,最終仍是希望回到家族成員來管理;(3)家族企業領導人接班之決定因素中的集團控制持股比例、集團董事席次控制比例、企業營業額、三年平均股東權益報酬率(ROE)及外國法人控股比例為很重要的觀察指標。無論家族企業選擇何種接班模式,為確保企業能夠永續經營,能讓企業能夠擁有健全的公司治理及經營體質,且能保障社會大眾之權益,即為家族企業領導人接班模式之最適決策。
    ;ln this study, from 2005 to 2014 in Taiwan electronics group listed & over-the counter family business as objects to study, discussion on the family business leaders (ie chairman) when the change movement, The successor model, which is taken over by either a family member or professional manager, determines the correlation amongst all related stimulus.
    T
    The empirical results show: (1) When the family business leaders movement in the probability of selecting professional managers with their former leaders of overseas qualifications, group controls on shareholding proportion, three-year average return on equity (ROE), turnover accounts for enterprise group proportion, enterprises to invest the number of overseas subsidiaries and controlling share proportion on foreign corporate were negatively correlated; (2) When the family business leader movement in the probability of selecting professional managers with enterprise director seats the control proportion and enterprise turnover were positively correlated. In this study important management implications: (1)Discussing the various stimulus and correlation amongst individuals, groups (families), organizations, and environment before deciding the successor, that it can be a reference for the family business to choose either a professional manager or family member to be the new leader/successor.(2) The family business in Taiwan to introduce professional managers run only phase of the task of succession, the end is still hoping to have the family members to manage; (3) Determine the succession of the family business leaders factors controlling stake in the group, group director seats to control the proportion of business turnover, three-year average return on equity (ROE) and the proportion of foreign corporate control is a very important observation index.
    No matter what kind of successor modes chosen by family business, which can ensure sustainable management, allowing companies to have sound corporate governance and management structure, and secure the interest of the community, is the optimal decision-making mode of leadership succession for family business.
    Appears in Collections:[人力資源管理研究所碩士在職專班 ] 博碩士論文

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