| 摘要: | 台灣的企業體大多以中小企業為主，其中，以家族型的公司經營模式佔了大多數比例，且屬於長期跨世代的企業經營型態。透過研究發現，此種經營型態對社會經濟具有一定的重要性及影響力，然而企業文化及成長尚需約十年至二十年間，才會達至成熟期，當企業創立者面臨屆退階段，新的世代接班，已成為企業文化傳承發展的重要階段及議題。
面對全球化的競爭，台灣傳統企業正面臨轉型危機與世代接班的挑戰，除了相異世代的思維，創立者易忽略外部環境給接班者未來的威脅。有鑑於此，本研究以E建設公司為例，利用個案分析之質性研究方法、文獻分析進行歸納整理，就實施接班人計畫的時機與推動方式及接班人的培養，以達至下列目的：一、分析接班人的培育方式及對接班意願的影響；二、研究創業者的退場機制及接班面臨的困境與挑戰；三、避免企業接班階段影響公司營運，並提供企業在傳承上所應進行的準備及建議。
研究結果顯示，企業傳承是門學問，因為企業的接班不僅是管理學的範疇，還涉及接班人的人格特質、能力還有價值觀是為企業延續的重要因素，更會直接影響接班過程的適應性，而創立者對於接班人的培育方式也會影響其學習各項專業技能的績效及人格特質，還有對企業文化的歸屬感。
企業傳承可依照人格特質、能力還有價值觀等項目的各個層面，教育及遴選接班人，可找出尚缺的部分及需要改善的地方，對於企業未來的前景及方向能有更明確的目標及發展，進而降低接班所帶來的風險，並對企業文化注入新的生命力，達致接班的永續經營的概念。;Most of the enterprises in Taiwan are small and medium-sized enterprises, among which the family-based business model accounts for the majority and belongs to the long-term cross-generation business model. Through the research, it is found that this mode of operation has certain importance and influence on the social economy. However, it takes about 10 to 20 years for the enterprise culture and growth to reach the mature stage. When the founder of the enterprise is facing the stage of retirement, the new generation takes over, which has become an important stage and issue for the enterprise culture inheritance and development.
In the face of global competition, traditional enterprises in Taiwan are facing the challenge of transformation crisis and succession from generation to generation. In addition to the thinking of different generations, the founders tend to ignore the threat of external environment to the future of their successors. In view of this, taking E Construction Company as an example, this study summarized and organized the qualitative research method of in-depth interview and literature analysis to discuss the timing and promotion methods of succession planning and the cultivation of successors, so as to achieve the following purposes：
1. Analyze successor cultivation methods and its influence on succession willingness.
2. Study the exit mechanism of entrepreneurs and the difficulties and challenges faced by succession.
3. To avoid the impact of the succession stage on the operation of the company, and to provide the preparation and suggestions for succession.
Research results show that corporate inheritance is a branch of learning, because enterprise′s succession is not only a management category, but also involves the personality, abilities and values of the successor. It is an important factor for the continuation of the company and will directly affect the adaptability of the succession process. The founder’s way of cultivating successors will also affect the successor’s performance and of his learning various professional skills, as well as his sense of belonging to the corporate culture.
Corporate inheritance can educate and select successors according to all aspects of the project such as traits, abilities, and values. It can find out the missing parts and areas that need improvement, and have clearer goals for future prospects and direction for the company’s development, thereby reducing the risk of injecting new vitality into the corporate culture, and achieving the concept of sustainable management. |
