| dc.description.abstract | 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. | en_US |