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    政大機構典藏 > 商學院 > 企業管理學系 > 學位論文 >  Item 140.119/70339
    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/70339


    Title: 家族企業未來經營者養成之研究-養成途徑與管理知能
    The development of successor in family firm-Development route and management competence
    Authors: 游舒惠
    Contributors: 司徒達賢
    彭朱如

    游舒惠
    Keywords: 家族企業
    接班
    經營者養成
    管理知能
    family firm
    succesion
    development of successor
    management competency
    Date: 2013
    Issue Date: 2014-10-01 13:45:43 (UTC+8)
    Abstract: 家族企業在台灣為數眾多,許多家族企業正值接班期間,有諸多問題亟待解決,本研究跳脫西方研究的觀點,認為「傳賢不傳子」的西方接班模式並不完全適用台灣目前的經濟發展階段,將重點放在家族企業如何將「子」培養成能傳之「賢」。經過長達一年半 (101/11-102/6) 的資料收集,訪談十七間公司、二十三位受訪者,本研究以工作地點 (家族企業或外部企業)與擔任職級(基層員工、中基階主管、高階主管)為構面,歸納出家族後代有四種養成途徑與五大類管理知能。以下分為三部分,先介紹四種途徑與五大類管理知能,其次說明各途徑特色,最後提出研究命題。
    首先,四種養成途徑:途徑一為從基層員工到高階主管都在家族企業工作;途徑二為在外部企業任職基層員工後回家族企業工作;途徑三為在外部企業做到中基層主管再回家族企業後代工作;途徑四為在外部企業升遷到高階主管才回家族企業工作。其次,家族企業後代經由工作,養成五大類管理知能,分別為人際互動類、專業技能類、家族企業專屬類、組織結構與制度、經營者心法。以下說明各途徑特色。
    從家族企業基層逐步晉升(途徑一)的家族企業後代,大多從年輕長輩就告知預期其回家族企業工作,進求學時代選讀的科系多和家族企業有關;途徑一在家族企業會經歷輪調,從基層員工階段便開始養成多元的專業技能、家族企業專屬管理知能、經營者心法等管理知能。養成廣而淺的專業技能、深度的家族企業專屬管理知能與經營者心法;但因未在外面企業為他人雇用過,較難體會受雇員工的行為、態度、心理需求,及外部組織結構與制度的管理知能。在外部企業任基層後回家族企業工作(途徑二)的家族企業後代,早期就知道長輩預期,在外就業時會考慮與家族企業的相關。在外部企業養成基礎的人際互動類管理知能、窄而淺的專業技能、有限的組織結構與制度類管理知能。回家族企業後開始養成領導團隊的人際互動類管理知能、透過輪調養成不同領域的專業技能、家族企業專屬管理知能與經營者心法。回家族企業時因資歷尚輕,且長輩多仍在位,對家族企業高階主管的衝擊較小;因能力與權力皆有限,須一段時間才有辦法推行新制度,改革速度較為緩慢。在外部企業任中基階主管後回家族企業工作(途徑三)的家族企業後代,大多數並未被告知將接班的預期,故求學與就業皆憑己意。在外部企業擔任中基階主管,養成人際互動類的基礎能力與領導團隊能力;多半因工作表現傑出由原有部門升遷,養成窄而深的專業技能;擔任主管有助於對組織結構與制度運作的了解。回家族企業後多半直接擔任高階主管,不會在部門間輪調。因其在外部成功經歷,長輩授權程度較大、改革速度較為快速。在世代交替的過程,若長輩尚在位,家族企業高階主管的抗拒較小 ;如長輩不在位,家族企業高階主管的抗拒較大。在外部企業任高階主管後回家族企業工作(途徑四)的家族企業後代,不知長輩預期,故求學與就業皆憑己意。在外部企業養成基礎的人際互動能力與領導團隊的能力;擔任高階主管培養多元的專業技能;同時高階主管使其深入了解組織結構與制度的設計、運作。在外部企業養成中階的人際互動類管理知能、廣而深的專業技能、深度的組織結構與制度類管理知能、與經營者心法。在外部企業開始養成經營者心法,但學習速度較為緩慢。回家族企業後長輩授權程度較大,且在外部企業培養了觀照全局的管理知能,回家族企業後的改革往往範圍較廣、速度較快,也因此家族企業高階主管的抗拒較大。
    八個研究命題分別從各養成途徑選擇的前因、各途徑養成的管理知能、各途徑養成之家族後代對家族企業的影響等三部分提出,茲分述如下。
    第一部分是影響家族後代養成途徑選擇的因素,研究命題一,長輩的心理預期是主要影響家族後代的養成途徑選擇之因素。研究命題二是探討影響長輩預期的因素,家族企業所處的情境因素,如家族企業的規模、家族特殊資產對經營的重要性、後代接班的不確定性等,影響到長輩對子女回家族企業工作的預期。
    第二部分命題是關於養成的內容。「受雇員工行為、態度、心理需求的管理知能」必須脫離雇主身分、身處受雇方才能深刻體會,故必須在外部企業工作過才能養成。從家族企業基層逐步晉升(途徑一) 、在外部企業任基層後回家族企業工作(途徑二)養成的專業技能廣而淺。在外部企業任中基階主管後回家族企業工作(途徑三)、在外部企業任高階主管後回家族企業工作(途徑四) 養成一項主要、深度的專業技能,及其他廣而淺的專業技能。家族企業專屬管理知能的培養需要時間,故隨著途徑一到四在家族企業的時間長短,養成的家族企業專屬管理知能由深到淺;而組織結構與制度管理知能則隨著在外部企業的時間越久越深入,故途徑一到四養成的組織結構與制度管理知能由淺到深。經營者心法的養成透過做中學與師傳徒的方式,家族後代在家族企業中較容易有機會歷練養成經營者心法。故從家族企業基層逐步晉升(途徑一)較早開始養成經營者心法,在外部企業任基層後回家族企業工作(途徑二)、在外部企業任中基階主管後回家族企業工作(途徑三)回家族企業後才開始養成經營者心法,在外部企業任高階主管後回家族企業工作(途徑四)在外部企業開始養成經營者心法,惟回家族企業後養成的速度較快。
    第三部分命題是比較各養成途徑所培養的家族後代對家族企業的影響。從家族企業基層逐步晉升(途徑一),在外部企業任基層(途徑二)的家族後代改革的速度較慢、範圍較小。在外部企業任中基階主管(途徑三)與高階主管 (途徑四) 的家族後代改革的速度較快、範圍較大。從家族企業基層逐步晉升(途徑一),在外部企業任基層(途徑二)的家族後代,引發的家族企業高階主管抗拒較小。在外部企業任中基階主管(途徑三)的家族後代繼位過程,若逐步交班則引發的家族企業高階主管抗拒較小、若快速交班則引發的家族企業高階主管抗拒較大。在外部企業任高階主管(途徑四)的家族後代引發的家族企業高階主管抗拒較大。
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    Description: 博士
    國立政治大學
    企業管理研究所
    97355501
    102
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0973555012
    Data Type: thesis
    Appears in Collections:[企業管理學系] 學位論文

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