簡易檢索 / 詳目顯示

研究生: 詹朝詠
Chan, Chao-Yung
論文名稱: 接班人與老臣:家族企業中的衝突與整合
Successors and Senior Employees: Conflict and Integration in Family Business
指導教授: 康敏平
Kang, Min-Ping
口試委員: 許書瑋 康敏平 張朝清
口試日期: 2021/10/25
學位類別: 碩士
Master
系所名稱: 管理研究所
Graduate Institute of Management
論文出版年: 2021
畢業學年度: 109
語文別: 中文
論文頁數: 119
中文關鍵詞: 二代接班接班計畫家族企業家族企業接班管理矩陣創新行為功能性衝突關係衝突虛性和諧實性和諧
英文關鍵詞: Succession, Family business, Family business succession, Management Matrix, Innovation, Functional conflict, Relationship conflict, Superficial harmony, Genuine harmony
研究方法: 調查研究深度訪談法半結構式訪談法
DOI URL: http://doi.org/10.6345/NTNU202101813
論文種類: 學術論文
相關次數: 點閱:304下載:0
分享至:
查詢本校圖書館目錄 查詢臺灣博碩士論文知識加值系統 勘誤回報
  • 台灣主要為中小企業,且中小企業中大約60%為家族企業。而在大部分的中小企業主,也都主要選擇傳承給下一代,也就是在未來的10年裡,台灣家族企業在發展過程中,必定會遇到接班的問題,而接班的順利與否也直接影響企業的發展和未來走向。在接班過程中,老臣與接班人的關係至關重要,兩者的合作關係、支持程度、衝突的發生與解決方式都進而影響企業的經營及二代接班的順利與否。接班人與老臣的衝突大多來自於二代對於公司的創新改革,對於過去的創價流程提出創新的想法,在這個過程中與老臣的發生功能性的衝突,甚至因為彼此溝通失效,轉變為關係衝突,彼此在公司成為平行線,甚至是發展出更加惡劣的關係,影響企業未來發展。
    本文訪談台灣正在面臨接班的中小企業,透過管理矩陣的解析,探討在接班過程中如何減少功能性衝突轉變為關係衝突的機率,老臣在哪個接班階段參與接班人的培養,會讓衝突的兩方能透過實性的和諧,成功的讓接班人提出的創新行為在企業中實行,與老臣攜手讓家族企業邁向更美好的未來。

    In Taiwan, most of the companies are medium and small businesses. In these
    medium and small businesses, there are 60% are family businesses. Most of the
    owners of family business wish their children could take over the company, which
    means in the near future, the succession will be an important problem to these family businesses. The succession plays an important role in the future of the business.During the succession, the relationship between successors and senior employees is crucial. The result of the succession depends on how they work, support or deal with the conflict.
    Sometime the conflict happens because of the innovation activities of successors.
    The innovation activities will lead to functional conflict between the successors and
    senior employees, and if they have difficulty to communicate with each other, they will turn to relationship conflict. After the relationship conflict, they might be
    parallel in the company or even have worse relationship, which might have bad
    influence to the future of the company.
    In this study, I interview the medium and small businesses that face the problem
    of succession. Through the analyze, discuss how to reduce the possibility of turning
    the functional conflict into relationship conflict. If the senior employees take part in
    the process of succession would help the family become better in the future.

    第一章 緒論 1 第一節 研究背景 1 第二節 研究目的 2 第三節 研究流程 4 第二章 文獻探討 5 第一節 家族中小型企業 5 第二節 企業接班與創新行為 6 第三節 衝突類型 8 第四節 整合機制 11 第五節 管理矩陣 12 第三章 研究方法 15 第一節 研究架構 15 第二節 訪談工具 16 第三節 樣本資料 18 第四節 訪談大綱 19 第四章 訪談結果及分析 21 第一節 個案分析 21 第二節 綜合比較表與發現 56 第五章 研究結論 63 第一節 研究結論與建議 63 第二節 研究限制 65 參考文獻 67 附錄 訪談逐字稿 71

    司徒達賢(2021)。家族企業的治理、傳承與接班。台北市:天下文化。
    司徒達賢(2005)。管理學的新世界。台北市:天下文化。
    司徒達賢(2014)。接班人應在何處培養?。天下雜誌 553 期。
    許書揚(2012)。CEO要的不是你:新時代CEO選才思考力。頁112。
    黃光國(1984)。談家族企業的組織型態。中國論壇,(13)7,21-22。
    吳冠昌(2010)。高階管理階層教育特質與公司績效之關聯性(碩士論文)。東海大學,台中市。
    黃囇莉、許詩淇(2006)。情同母女之外,婆媳關係的多元和諧,本土心理學研究。41-42。
    中華民國教育程度分類標準(2016)(頁3-4)。上網日期:2020年6月1號,檢自:http://stats.moe.gov.tw/files/bcode/105bcode_book.pdf。
    中小企業認定標準,上網日期:2020年5月30號,檢自: https://law.moj.gov.tw/LawClass/LawAll.aspx?PCode=J0140003。
    Prismark姜旭高:PCB產業將面臨三大挑戰,上網日期:2020年5月31號,檢自精實新聞:https://m.moneydj.com/f1a.aspx?a=86058da7-af15-4545-a8f9-94fe21ffcc02。
    Barker, III V. L. & G. C., Mueller. (2002). CEO characteristics and firm R&D spending. Management Science, 48(6), 782-801.
    Blake, R., & Mouton, J. (1964). The Managerial Grid: The Key to Leadership Excellence. Houston, Gulf Publishing Company.
    Chandler, A. (1977). The visible hand: the Managerial revolution in American business. Cambridge, Belknap Press.
    Chemmanur, T. J. & I., Paeglis. (2005). Management Quality, Certification, and Initial Public Offerings. Journal of Financial Economics, 76(2), 331-368.
    Daft, R.L. (1978) A Dual-Core Model of Organizational Innovation. Academy of Management Journal, 21, 193-210.
    Damanpour, F., & Evan, W. M. (1984). Organizational innovation and performance: The problem of "organizational lag." Administrative Science Quarterly, 29(3), 392–402.
    Denzin (1989). The Research Act: A Theoretical Introduction to Sociological Methods. Englewood Cliffs, Perntice Hill.
    Dimsdale, Parks B, Jr. (1974). Management succession--Facing the future. Journal of
    Small Business Management, 12 (4), 42.
    Drew, S. A. W. (1997). From knowledge to action: the impact of benchmarking on
    organizational performance. Long Range Planning, 30(3), 427-441.
    French, J. R. P., Jr., & Raven, B. (1959). The bases of social power. In D. Cartwright
    (Ed.). Studies in social power, 150–167.
    Goldberg, S.D. (1996). Research note: Effective successors in family-owned businesses: Significant elements. Family Business Review, 9(2), 185-197.
    Handler, W. C. (1989). Methodological issues and considerations in studying family
    business. Family Business Review, 2(3), 257-256
    Hunt, D. M., & Michael, C. (1983). Mentorship: A career training and development tool. The Academy of Management Review, 8(3), 475–485.
    Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40(2), 256–282.
    Kimberly, J. R., & Evanisko, M. J. (1981). Organizational innovation: The influence of individual, organizational, and contextual factors on hospital adoption of technological and administrative innovations. Academy of Management Journal, 24(4), 689–713.
    Kram, K. E. (1985). Mentoring at work: Developmental relationships in organizational life. Glenview, IL: Scott Foresman.
    Longenecker, J. G., & Schoen, J. E. (1978). Management succession in family business. Journal of Small Business Management, 16(3), 1-6.
    McAdam R. and R. Reid. (2001). SME and Large Organization Perceptions of Knowledge Management: Comparisons and Contrasts. Journal of Knowledge Management, Vol.5, No.3, 231-241.
    Miller, D. (1993). Some Organizational Consequences of CEO Succession, Academy of Management Journal, 36, 644–659.
    Morris, M. H., Williams, R. O., Allen, J. A., & Avila, R. A. (1997). Correlates of success in family business transitions. Journal of business venturing, 12(5), 385-
    401.
    Norburn, D. & S. Birley. (1988). The top management team and corporate performance. Strategic Management Journal, 9(3), 225-237.
    Ocasio, W. (1999) Institutionalized Action and Corporate Governance: The Reliance on Rules of CEO succession, Administrative Science Quarterly, 44, 384–416.
    Pitcher, P. & Smith, A.D. (2001). Top management team heterogeneity: personality,
    power, and proxies. Organization Science, 12, 1–18.
    Pondy, L. R. (1967). Organizational Conflict: Concepts and Models.
    Administrative Science Quarterly, 13, 296-320.
    Ritch L. Sorenson. (1999). Conflict Management Strategies Used in Successful Family
    Businesses. Family Business Review, 135-137.
    Rosenblatt, P. C., deMik, L., Anderson, R.M., & Johnson, P. A. (1985). The family in
    business. San Francisco, CA: Jossey-Bass
    Robbins, S.P. (1998) Organisational Behavior—Concepts, Controversies, and
    Applications. 8th Edition, Prentice Hall, Upper Saddle River.
    Steers, R. M.,1991,Introduction to organizational behavior. New York, HarperCollins.
    Sorenson, R. L. (1999). Conflict management strategies used by successful family
    businesses. Family Business Review, 12(4), 325-340.
    Thomas, K. W. (1992). Conflict and negotiation processes in organizations. Journal of Organizational Behavior, 13(3), 265-274.
    Tushman, M., & Nadler, D. (1986) Organizing for innovation. California
    Management Review, 28(3), 74-92.
    Ward, John L. (1987). Keeping the Family Business Healthy: How to plan for continuing growth, profitability, and family leadership. San Francisco: Jossey-Bass Publishers.

    無法下載圖示 本全文未授權公開
    QR CODE