| Abstract: | 家族企業一直是台灣重要的企業型態與經濟支柱，企業主經過數十年經營發展，陸續面臨接班的問題。企業成功接班不只是家族內的事，也會影響企業的永續發展。家族企業的企業主在傳承過程中，尋求成功接班策略，兼顧企業與家族利益，選擇適當人選，以順利移交接班人。
本研究旨在建構家族企業接班人的模式並型塑家族企業接班人成功策略。首階段對九家企業進行深度訪談，所得資料參考紮根理論，經編碼流程萃取出「企業」、「家族」、「企業第一代」、「接班人」與「文化」等五大要素。第二階段依五大要素及其內涵，製作調查問卷進行施測。受測樣本所得93份有效問卷進行因素分析，萃取出「企業經營」、「企業文化」、「接班培訓」、「家族利益」、「接班人選」與「交班意願」等六大因素。接著運用fsQCA得到五個企二代績效良好的配置，做為家族企業接班人的成功策略。
研究結果提供給家族企業與接班人參考，對照五個績效良好的配置可依據各企業不同資源的多寡與文化差異找出最適合自身企業的作法與資源配置。同時建議政府主管機關與顧問機構輔導家族企業時，也可參考本研究不同配置組合，提供最好與最適合的協助與輔導。最後，提出在學術上值得後續研究的方向。
Family business has always been an important business type and economic pillar of Taiwan. After decades of business development, business owners have been facing succession issues. The succession of a company is not only a matter within the family, but also affects the sustainable development of the company. In the inheritance process, the business owner of the family business seeks a successful succession strategy, takes into account the interests of the business and the family, and selects suitable candidates to smoothly transfer the successor.
Through research, this thesis finds out the model of building a successor in a family business and shapes the success strategy of a family business successor. In the first stage, in-depth interviews were conducted with nine companies. The information obtained was based on grounded theory. The coding process extracted the five elements of "company", "family", "first-generation company owner", "successor" and "culture". In the second stage, according to the five major elements and their connotations, a questionnaire was made for testing. Factor analysis was performed on 93 valid questionnaires obtained from the tested samples, extracting six major factors, including "business management", "corporate culture", "succession training", "family benefits", "succession candidates" and "willingness to shift power". Finally, use fsQCA to get five enterprises with good performance in the second generation, as a success strategy for family business successors.
The results of the study are provided as a reference for family businesses and successors, comparing the five well-performing configurations and finding out the best practices and resource allocation for their own businesses based on the different resources and cultural differences of each company. At the same time, it is suggested that government agencies and consultants can refer to different configurations of this study to provide the best and most suitable assistance and counseling when tutoring family businesses. Finally, put forward some directions worthy of follow-up academic research. |
