| 摘要: | 依據媒體報導，2021年統計數據顯示，營造業與不動產及住宅服務業合計占我國GDP比重約11.1%，僅次於製造業及批發零售業；到2021年底，整體房貸餘額及建築貸款（土建融）合計達11.6兆元，金額屢創新高；而營建工程業與不動產開發業更是共養活逾90萬就業人口，不動產開發與營造業在產業的重要性佔有舉足輕重的地位，然而，此產業因為具有營運上的特殊性，所以營建業在台灣以家族企業的經營為主，且在接班的選擇上，仍以家族後代的傳承為主流。
隨著時代更迭及經濟社會環境的快速變遷，營建業的經營環境與市場競爭的激烈程度亦日益嚴峻，在此背景下，營建業的二代接班人，其實正面臨更多的挑戰，包含土地資源的日益稀缺、營建成本提高、少子化及投入產業的人力減少、政府政策的限制等等，在經營管理上，除了必須面對來自於上一代的壓力與公司內部原有的資深管理階層外，公司治理與勞動相關法令也愈趨嚴謹，這些變化與內外在壓力，都考驗著這一群即將接手家族事業的二代接班人，除了產業的專業能力外，為了能順利接班，不致產上組織內部太大的動盪，經營管理上必須採取的管理模式及有效措施，似乎具有更迫切的必要性。
因此，本研究透過國、內外的文獻探討，同時利用深度訪談研究，來了解營建業家族二代在接班後，是否會採取不同於上一代的管理模式與風格，而這樣的轉變是否會影響原有的企業文化與管理階層，間接影響員工的留任意願，希望透過本研究的彙整，試圖提供有效的建議或實務經驗以供參考。;According to the statistics in 2021, the construction industry, real estate, and residential service industries together account for about 11.1 % of Taiwan′s GDP, second only to the manufacturing and wholesale and retail industries. By the end of 2021, the overall housing loan balance and construction loan (Civil Construction Finance) have reached a total of NT$11.6 trillion, with the amount constantly hitting historical highs; and the construction engineering industry and the real estate industry together employed more than 0.9 million people. The real estate development and construction industry play a pivotal role in the industry. However, because of the nature of the industry, the construction industry in Taiwan is mainly operated as family businesseswith inheritance of family descendants being the main method of succession.
With the rapid changes in the economic and social environment, the operating environment of the construction industry and the intensity of market competition have become increasingly severe. In this context, the second-generation successors of the construction industry are facing more challenges, including increasing scarcity of resources and land, rising construction costs, declining birthrates, reduction of manpower input into the industry, government policy restrictions, etc. In terms of operation and management, in addition to facing the pressure from the previous generation and the original senior management within the company, corporate governance and labor-related laws are becoming more and more stringent. These changes along with pressures internally and externally are testing this group of second-generation successors who are about to take over the family business. With internal turmoil, more efficient operational and managerial measures must be taken urgently.
Therefore, this study uses domestic and foreign literature research and in-depth interview research to understand whether the second generation leaders of the construction industry family will adopt a different management model and style than the previous generation after succeeding. This also helps further understand whether such changes will affect the original corporate cultures and indirectly affect employees′ willingness to stay. We hope provide effective suggestions or practical experience for reference through the compilation of this research. |
