| 摘要(英) |
During Taiwan′s economic boom, numerous successful entrepreneurs emerged. However, as businesses expanded and operations became more complex, coupled with the aging of entrepreneurs and their children starting their own families, Taiwanese enterprises have increasingly faced challenges in succession and leadership transition over the past decade. This thesis aims to explore the management and succession processes of Taiwanese family businesses, analyzing their strategies and challenges in generational transition, corporate management, cultural heritage, and adaptation to external environmental changes.
This dissertation adopts a case study interview method. After completing the research background, research motivation, research process, and literature review, we recognized the need to delve deeper into the issues of asset succession and the challenges faced by entrepreneurs, including succession planning and training. Therefore, depth interviewing and survey methods were employed to gain an in-depth understanding of the thought processes within family businesses and the issues related to intergenerational succession. Five Taiwanese family businesses were selected for in-depth interviews and field investigations to reveal their unique characteristics and common experiences across different backgrounds and industries.
Taiwanese family businesses account for over 74% of listed companies. Out of 331 listed family businesses, 59 with no succession records were excluded, leaving 272. Among these 272 family businesses, there have been 628 succession events over the past 21 years, with 58% of successors being family members. The proportion of family businesses among listed companies in Taiwan dropped from 82% in 2000 to 76% in 2006, and has remained between 74% and 75% in the past decade. These figures indicate that family businesses hold a significant position in the Taiwanese stock market, and whether they have succession plans and the work experience of successors have profound impacts on business performance and sustainable development.
In the next five years, these businesses may face three major challenges: continuous innovation, attracting suitable talent, and retaining key personnel. During this process, how to transition veteran employees, who have made significant contributions in the past, from frontline positions to core assisting roles, thereby ensuring the effective transfer of internal resources within the family business, will be crucial to their success or failure.
Most Taiwanese family businesses began to rise in the 1940s and 1950s, and now many have reached the critical point of second or third-generation succession. To survive or pursue greater profits, many family businesses started expanding into mainland China or neighboring Asian countries in the 1990s. These Taiwanese family business operators and employees face complex situations, including strategic transformation, succession, and assisting the older generation of employees in adapting to new operating and living environments. During critical periods of business transformation, much like during the early stages of rapid growth and expansion, family businesses should institutionalize "not breaking up the family" through establishing clear family governance structures and management systems to maintain scale and synergy during the succession process.
The findings of this thesis are as follows: Family businesses face multiple challenges in succession and sustainable management, with key issues including generational differences, insufficient succession planning, imbalance between short-term and long-term goals, lack of adaptability, and a shortage of strategic alliances and cooperation. Generational differences in economic environments and values lead to discrepancies in business philosophies between the older and younger generations. If new business models are not adopted, succession will be difficult. Globally, family businesses generally lack sufficient succession planning and confidence in their succession plans, affecting long-term stability. Most family businesses′ strategic planning focuses only on short-term goals, failing to fully consider long-term market changes and sustainable development, leading to a lack of preparedness for long-term challenges. In the face of rapidly changing global situations and the demands of digital transformation, family businesses need to be flexible and adaptable, with successful transformation relying on technology adoption, continuous learning and improvement, and a macro vision. However, many businesses still fall short in this regard. Historically, family businesses have operated solo, but in the modern market environment, they need to adopt more strategic alliances and cooperation models to promote innovation and development. Many family businesses have yet to fully utilize this approach, putting them at a disadvantage in competition.
In summary, family businesses face significant challenges in succession and sustainable management, including generational differences, insufficient succession planning, imbalance between short-term and long-term goals, lack of adaptability, and a shortage of strategic alliances and cooperation. These issues need to be addressed through comprehensive planning and management to ensure that family businesses can achieve long-term stable development in a highly competitive modern market, making the dream of becoming a centennial enterprise a reality. |
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