| 摘要: | 依據經濟部發布之中小企業白皮書及遠見雜誌調查，台灣於2019年約97.65%為中小企業，70%為家族中小企業，但根據遠見雜誌、中國信託與玉山銀行歷年調查，真正著手啟動接班傳承的比例不到10%，這反應了企業接班傳承的困難度；以家族企業掌握絕對股權，且企業主傳統的父權領導管理風格，在接班傳承方面尚且如此，遑論其他非典型家族的中小企業。
同時研究發現，由於競爭環境急遽變動，中美貿易大戰引發的去全球化以及新冠肺炎疫情嚴重衝擊全球的政治與經濟，以往以單一接班人的方式已不足以應付此變局，故如台積電、聯電、聯發科等紛紛採取平行領導或雙首長制，而它們也都同時展現了比以往更耀眼的績效表現，故D個案公司亦嘗試以團隊接班的方式啟動接班傳承的計畫。
因此本研究的主要目的有以下三點：
1. 了解非典型家族企業的預定接班人(或團隊)所需關鍵條件因素及能力條件因素。
2. 建構接班團隊的選才模組。
3. 建構關鍵人才訓練模組。
企業傳承是經營權力的轉移，往往也是轉型的契機，如何遴選關鍵人才，並落實培育與養成計畫，是接班傳承極為重要的關鍵，因此本研究深入分析探討後，歸納出以下結論：(1) 傳承的路障，接班的挑戰；(2) 目標設定2025年完成IPO及交接班；(3) 人才的遴選與培育；(4) 接班團隊的考量。同時提出幾項建議：(1) 團隊成員的遴選與職位的搭配，要能適才適所；(2) 積極引進外部人才，激發鯰魚效應；(3) 強化公司的治理；(4) 建立”所有權與經營權”兩權分立的遊戲規則；(5) 建立完善的企業留才制度；(6) 建立良好的退場及補位機制；提供個案D公司及中小企業，特別是非典型家族企業主做為接班傳承的參考。;According to the 2019 Small and Medium Enterprise White Paper issued by the Ministry of Economic Affairs and a survey by the Global Views Monthly Magazine, approximately 97.65% of Taiwanese are small and medium enterprises, including 70% family SMEs. However according to previous surveys conducted by Global Views Monthly Magazine, China Trust and EsunBank, the proportion of succession is less than 10%, which reflects the difficulty of the succession of the enterprise; the family enterprise controls the absolute equity and the traditional patriarchal leadership and management style is still so in terms of succession, let alone other small and medium-sized enterprises of atypical families.
At the same time, the study found that due to the rapid changes in the competitive environment, the de-globalization caused by the china-U.S trade war and COVID-19, has severely impacted global politics and economy. In the past, a single successor was not enough to cope with this change. TSMC, UMC, MediaTek, etc. have adopted parallel leadership or dual head system, and they have also demonstrated more than ever before. Therefore, D company, the case also tried to start the succession plan by team succession.
Therefore, the main purpose of this research has the following three points,
1. Understanding the key condition factors and ability condition factors required by the intended successor (or team) of an atypical family business.
2. Construction of a selection module for the succession team.
3. Construction of key talent training modules.
Corporation succession is the transfer of management right and often an opportunity for transformation. How to select key talents and implement plane of talent education and development is an extremely important key to succession. Consequently, after in-depth analysis and discussion of this research, the following conclusions are summarized：
The roadblock of inheritance, the challenge of succession; (2) The goal is set to complete the IPO and handover by 2025; (3) The selection and training of talents education; (4) Consideration of succession team. Several suggestions are made at the same time： (1) The selection of team members and the matching of positions should be suitable; (2) Actively introduce external talents to stimulate the catfish effect; (3) Strengthen corporative governance; (4) Establish the separation rules of "ownership and management right”; (5) Establish a complete corporate keeping talent system; (6) Establish a good exit and replenishment system; providing case D company and small and medium-sized enterprises, especially atypical family business owners as a reference for succession and inheritance. |
