企業接班模式之探討—以G公司為例

NCUIR > School of Management at National Central University > Executive MBA > Electronic Thesis & Dissertation > Item 987654321/92856

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/92856

Title:	企業接班模式之探討—以G公司為例
Authors:	沈錦味;Shen, Chin-Wei
Contributors:	高階主管企管碩士班
Keywords:	企業接班;家族企業;家族傳承;隔代接班;專業傳承;共治接班;Succession planning;Family business;Family succession;Generational transition;Professional succession;Co-governance succession
Date:	2023-06-21
Issue Date:	2024-09-19 16:24:28 (UTC+8)
Publisher:	國立中央大學
Abstract:	人的生命有限，而企業是永續經營，台灣1960年代經濟快速成長，很多人開始創業當老闆，迄今台灣的經濟成長仍是世界有目共睹，歷經數十年的企業陸續面臨接班傳承的問題，為了讓企業順利接班，很多文獻紛紛提出企業接班的探討，早期企業的經營模式主要是以家族為核心，因此企業傳承與接班的研究多以家族企業為背景，本研究期望透過不同接班模式的探討，提供企業更完整多元的參考。本研究之個案G公司係非家族關係的四位創辦人合夥創業，經歷32年的無私付出及分工合作，帶領公司一路成長成為目前優質獲利的上櫃公司。研究結果顯示第一代與第二代受訪者較認同家族接班和共治接班，資深員工則較屬意共治接班；整體而言共治接班是最能被認同與採用的接班模式。而其影響共治接班最主要的原因為:1.共治接班具有多人的專業能力與經驗，公司經營較有利2.更多有能力的人擔任領導職務，可以避免單一治理的盲點3.經營團隊合作決策，內部資訊較為通暢，效率較高。加上共治接班最主要的特色是第二代與公司內部專業經理人共治，可以同時穩定所有權與經營權，是最能實現個案公司長遠穩定發展的模式。;Human life is limited, while every corporation strives for sustainable development. Taiwan had experienced rapid economic growth in the 1960s, leading to a significant increase in entrepreneurship. The economic growth of Taiwan is still widely recognized today. After several decades, many corporations are faced with the challenge of succession planning. To ensure smooth transitions, numerous studies have explored succession planning in the context of family businesses, as early business models in Taiwan were primarily based on the family as research focus. This study aims to provide a comprehensive and diverse reference for businesses by examining different succession models. The case study in this thesis focuses on Company G, which was founded by four partners without family ties. Through 32 years of selfless dedication and collaboration, they led the company to become a profitable publicly traded company. The results of the study indicate that the first and second generations of interviewees are more inclined towards family succession and shared governance succession, while senior employees prefer shared governance succession. Overall, “shared governance succession” is the most recognized and adopted succession model. Main reasons influencing the adoption of shared governance succession are as follows: 1) shared governance succession allows for multiple individuals with professional skills and experience, which benefits the company′s operations, 2) it enables talented individuals to hold leadership positions, avoiding the pitfalls of sole governance, and 3) collaborative decision-making within the management team facilitates smooth information flow and enhances efficiency. Additionally, shared governance succession′s main feature, which involves the second generation and internal professional managers jointly governing the company, allows for stability in ownership and management rights. This model best ensures long-term and steady development of the case company.
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

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