| dc.description.abstract | In all the dynasties of China, the founding emperor has been a very important issue in selecting the crown prince. If he chooses the right place, the dynasty can continue. If virtue does not coordinate, it will inevitably cause turbulence and endanger the imperial power. In addition to the above problems, we must also consider the factors such as relatives and old (power) ministers, and how to cultivate the crown prince to succeed smoothly; Enterprises are like a dynasty. After the first generation opened up its territory, over time, it is bound to face issues such as retirement and baton handover. How to make enterprises develop sustainably is also an issue that business owners must pay attention to.
Since about 70% of Taiwan′s enterprises are family owned, and about 80% of Taiwan′s labor workers work in family owned enterprises, if the family owned enterprises fail to succeed smoothly and close down or reduce their scale, it is bound to cause social and economic problems, reduce national competitiveness, and then affect national security.
In the eyes of ordinary people, the second-generation successor of an enterprise should do well and lose his family if he doesn′t do well. This common understanding in the society has great pressure on the enterprise successor. However, are there any differences in views between the first and second-generation successors in the process of succession? Do things differently? Or can the first generation of the enterprise pass on all resources to the second generation successors? Or how will the second generation accept the status quo left by the first generation? Can the first generation accept the innovation of the second generation? How to take over? What should I do? And so on are topics worth discussing.
This research adopts the semi-structured method of qualitative research. After confirming the research theme, the research takes small and medium-sized Taiwanese enterprises as the main interview object, sets up relevant research topics, adopts the in-depth interview method, and induces the interviewees to describe the hardships, difficulties and challenges of their succession process through their own experience, and draw the conclusions: whether the support of the first generation founders and the ability of the second generation successors can be tested The conclusion of how to deal with generation or family member conflicts in the succession process, the way old officials deal with them, the relationships and funds left by the founders of the enterprise and the history of each dynasty can be used as a reference for whether there are relevant management theories for the succession of the crown prince. | en_US |