| 摘要: | 中國歷朝歷代，開國皇帝對於遴選太子是一個很重要的議題，如選的其所，該朝代得以延續，如德不配位，勢必會引起動盪，危及皇權，除以上問題之外，亦必須考量外戚、老(權)臣等因素，以及如何培育太子能順利接班，反觀；企業好比一朝代，在第一代開疆闢土後，假以時日，勢必會面臨退休及交棒等議題，如何讓企業得以永續發展，亦是各企業主必須重視的問題。
由於台灣企業約有70%為家族企業，而台灣勞力職工在家族企業上班者約佔80%，如果家族企業無法順利接班而倒閉或縮小規模等，勢必造成社會、經濟等問題，也會縮減國家競爭力，進而影響國家安全。
在一般人眼裡，企業二代接班者，如果做的好是應該，做不好是敗家，這種社會上普遍的認知，對於企業接班者有莫大的壓力存在，然企業第一代與二代接班者之間，在接班的過程中，是否有觀念上的不同？做事的方式不同？或企業一代可否將所有資源傳承給二代接班者？或二代要如何接收一代所遺留下來之現狀？一代是否能接受二代之創新之觀點？接班的方式？老臣如何處理？等等都是值得探討的議題。
本次研究採質化研究之半結構方式，經確認研究主題後，以台商中小企業為主要訪談對象，不限行業區域，設立相關研究議題，採取深度訪談法，誘導被訪問者，以親身經歷，述說其接班之過程艱辛、困難及挑戰，並將其所得之結論：第一代創始者支持度、二代接班者能力是否可接受檢驗、接班過程如何處理一代或家族成員衝突、老臣處理的方式、企業創始者所留下人脈關係及資金等結論與各朝歷史之對於太子接班是否有相關管理理論可予以借鏡。;In all the dynasties of China, the founding emperor has been a very important issue in selecting the crown prince. If he chooses the right place, the dynasty can continue. If virtue does not coordinate, it will inevitably cause turbulence and endanger the imperial power. In addition to the above problems, we must also consider the factors such as relatives and old (power) ministers, and how to cultivate the crown prince to succeed smoothly; Enterprises are like a dynasty. After the first generation opened up its territory, over time, it is bound to face issues such as retirement and baton handover. How to make enterprises develop sustainably is also an issue that business owners must pay attention to.
Since about 70% of Taiwan′s enterprises are family owned, and about 80% of Taiwan′s labor workers work in family owned enterprises, if the family owned enterprises fail to succeed smoothly and close down or reduce their scale, it is bound to cause social and economic problems, reduce national competitiveness, and then affect national security.
In the eyes of ordinary people, the second-generation successor of an enterprise should do well and lose his family if he doesn′t do well. This common understanding in the society has great pressure on the enterprise successor. However, are there any differences in views between the first and second-generation successors in the process of succession? Do things differently? Or can the first generation of the enterprise pass on all resources to the second generation successors? Or how will the second generation accept the status quo left by the first generation? Can the first generation accept the innovation of the second generation? How to take over? What should I do? And so on are topics worth discussing.
This research adopts the semi-structured method of qualitative research. After confirming the research theme, the research takes small and medium-sized Taiwanese enterprises as the main interview object, sets up relevant research topics, adopts the in-depth interview method, and induces the interviewees to describe the hardships, difficulties and challenges of their succession process through their own experience, and draw the conclusions: whether the support of the first generation founders and the ability of the second generation successors can be tested The conclusion of how to deal with generation or family member conflicts in the succession process, the way old officials deal with them, the relationships and funds left by the founders of the enterprise and the history of each dynasty can be used as a reference for whether there are relevant management theories for the succession of the crown prince. |
