Taiwan?s economic has advanced rapidly for 4 decades ever since world war two and known as the economical wonders. Among it, 1.16 million of Taiwan?s mid to small size corporations are operated on family bases, regardless its size. The intriguing question lies upon these corporate owners, mostly the corporate founders, is weather the corporate should passed on to his/her descendents or a professional managers. This is a true test of the corporate founder?s wisdom which he/she should decide the corporate?s administration type ? weather it should be ownership/control should be as one? Or separated. For family operated corporations, the key to extent its life cycle lie at the success of transiting ownership/control to its heir. The apprentices CEO?s training contents, methods of transiting determines the success of this period. This research tries to analyze Taiwan?s mid to small sized family operated corporations, specifically in manufacturing segments, utilize qualitative methodology?s Case Study methods to create 6 individual cases for analysis. The objective is to understand how Taiwan?s mid to small sized family operated corporations choose their successions, training methods, and administration types. Analysis finds the process of succession of a family operated corporation may consist several stages as Motive of Succession, ?Training Cycle?, ?Transiting Methods?, to ?Succession type?. The case studies shows the corporate founders tend to reveal his/her vision on corporate?s future during the selection of the successor and arrangements of training contents. There usually founds a managements conflicts when the apprentice CEO has finally step in the office and starts his/her administrative works, weather he/she was trained in house or aboard. The founders usually vision the ownership and control as one unit, where the apprentices wish to operate the corporation with separation of ownership and control.
