本研究藉由訪談個案公司執行長、接班候選人以及多位高階主管，並整合過去重要的文獻資料，以系統而組織性的分析方法為上述問題找到了答案。研究結論統整了該公司接班過程中所獲得的重要經驗，研究成果可做為個案公司未來接班參考之依據。 ;How to be an eternal evergreen enterprise has been a very important issue for family businesses. A study conducted by Merrill-Lynch shows that only 15% of the family businesses in East Asia can successfully be succeeded to second generations, and only 2% can smoothly continue to third generations. This fact demonstrates the succession of family businesses is a difficult and challenging process.
Kinik Company, which was founded in 1953 and is the largest grinding wheel manufacturer in Taiwan, is in the succession process from the second generation to the third generation. However, it is unclear how the succession experience of this company from the first to the second generations can affect its current succession; in addition, how the company prepares for the ongoing succession for successor candidates is not systematically analyzed and documented. Therefore, this research focuses on the company and uses it as a study case for analyzing (1) what its successor training program is; (2) what the factors considered for the succession are; and (3) what challenges and difficulties faced by successor candidates are. Through interviewing the CEO, successor candidate, and high-ranking executives of the company as well as reviewing important documents, this research answers the above mentioned questions with systematic and organized analysis. The research results summarize important lessons learned for succession and are important reference for the case company to undergo succession in the future.
