| 摘要: | 台灣的經濟起飛年代，見證了無數成功創業家的崛起。然而，隨著企業規模的擴大和業務的複雜化，以及創業家年齡的增長和子女的成家立業，近10年來，台灣企業界陸續面臨傳承與接班的難題。本論文旨在探討台灣家族企業的經營與傳承過程，分析其在世代交替、企業管理、文化傳承及外部環境變遷中的應對策略與挑戰。
本論文採用個案訪談方式，在完成研究背景、研究動機、研究流程和文獻探討後，我們意識到需要更深入地探討家族企業資產傳承及企業家面臨的挑戰，包括接班人計畫和培育等方面。因此，採用了深度訪談法（depth interviewing）及問卷調查法（survey method），在深入了解家族企業的思維邏輯以及與代際傳承相關的問題，研究選取了具有代表性的五家台灣家族企業，通過深入的訪談與實地調查，揭示其在不同背景和產業中所展現的獨特特徵和共通經驗。
就台灣家族企業占上市櫃公司超過74％而言，彙整資料中共331間上市櫃家族企業中剔除無接班紀錄的59家，剩下272家。在這272間家族企業中，過去21年間共進行了628次交棒，其中58％的接班人是家族成員。台灣上市櫃家族企業的比例從2000年的82％，到2006年降至76％，近10年則維持在74％至75％之間。這些數據顯示，家族企業在台灣股市中占據重要地位，接班與否以及其工作經驗對企業的經營績效和持續發展有著深遠的影響。未來5年，這些企業可能面臨著三大挑戰：持續創新、吸引適合的人才以及保留關鍵人才。在這過程中，如何將那些曾經在戰場上立下功勳的老將，從前線的衝鋒陷陣轉移到核心協助的職責上，使得家族企業內部的資源能夠得以有效傳承，將是成敗的關鍵。台灣的家族企業大多於西元1940、1950年代開始崛起，如今，許多家族企業已經來到第二或第三代接班的轉折點。為了生存或追求更豐厚的利潤，許多家族企業在1990年代開始紛紛轉往大陸或鄰近的亞洲國家發展。這些台資家族企業的經營者和員工，同時面臨著策略轉型、接班以及協助老一輩員工適應新的經營和生活環境的複雜情勢。在企業轉型的關鍵時期，就像在早期快速成長和擴張階段一樣。在家族企業轉型、主要經營者的接班和替換，以及新血的加入和離去等過程中，家族企業應考慮制度化地做到「不分家」，這可以通過制定明確的家族治理結構和管理制度來實現，確保企業在傳承過程中保持規模和綜效。
本論文的發現如下，家族企業在傳承與永續經營中面臨多重挑戰，主要問題包括世代差異、接班規劃不足、短期與長期目標不平衡、應變能力不足及缺乏策略聯盟和合作。不同世代間的經濟環境和價值觀差異，導致上一代和下一代在經營理念上的分歧，若不能適應新的商業模式，傳承將面臨困難。全球家族企業在接班規劃方面普遍不足，缺乏正式的接班計劃和對接班規劃的信心，這會影響企業的長期穩定性。多數家族企業的策略規劃僅針對短期目標，未能充分考慮長期市場變化和企業持續發展，這會導致企業在面對長期挑戰時缺乏準備。面對全球局勢的瞬息萬變和數位化轉型的需求，家族企業需具備靈活應變的能力，科技運用、持續學習改進及宏觀視野是成功轉型的關鍵，但許多企業在這方面仍然不足。過去家族企業多以單打獨鬥的方式運營，現代市場環境中，企業需更多地採取策略聯盟和合作模式，但許多家族企業仍未能充分利用這一方式來促進創新和發展。總結來說，家族企業在傳承與永續經營中面臨的主要問題包括世代差異、接班規劃不足、短期與長期目標不平衡、應變能力不足及缺乏策略聯盟和合作。這些問題需要企業通過全面的規劃和管理來解決，唯有如此，家族企業才能在現代競爭激烈的市場中實現長期穩健發展，成為百年企業不再是夢想。;During Taiwan′s economic boom, numerous successful entrepreneurs emerged. However, as businesses expanded and operations became more complex, coupled with the aging of entrepreneurs and their children starting their own families, Taiwanese enterprises have increasingly faced challenges in succession and leadership transition over the past decade. This thesis aims to explore the management and succession processes of Taiwanese family businesses, analyzing their strategies and challenges in generational transition, corporate management, cultural heritage, and adaptation to external environmental changes.
This dissertation adopts a case study interview method. After completing the research background, research motivation, research process, and literature review, we recognized the need to delve deeper into the issues of asset succession and the challenges faced by entrepreneurs, including succession planning and training. Therefore, depth interviewing and survey methods were employed to gain an in-depth understanding of the thought processes within family businesses and the issues related to intergenerational succession. Five Taiwanese family businesses were selected for in-depth interviews and field investigations to reveal their unique characteristics and common experiences across different backgrounds and industries.
Taiwanese family businesses account for over 74% of listed companies. Out of 331 listed family businesses, 59 with no succession records were excluded, leaving 272. Among these 272 family businesses, there have been 628 succession events over the past 21 years, with 58% of successors being family members. The proportion of family businesses among listed companies in Taiwan dropped from 82% in 2000 to 76% in 2006, and has remained between 74% and 75% in the past decade. These figures indicate that family businesses hold a significant position in the Taiwanese stock market, and whether they have succession plans and the work experience of successors have profound impacts on business performance and sustainable development.
In the next five years, these businesses may face three major challenges: continuous innovation, attracting suitable talent, and retaining key personnel. During this process, how to transition veteran employees, who have made significant contributions in the past, from frontline positions to core assisting roles, thereby ensuring the effective transfer of internal resources within the family business, will be crucial to their success or failure.
Most Taiwanese family businesses began to rise in the 1940s and 1950s, and now many have reached the critical point of second or third-generation succession. To survive or pursue greater profits, many family businesses started expanding into mainland China or neighboring Asian countries in the 1990s. These Taiwanese family business operators and employees face complex situations, including strategic transformation, succession, and assisting the older generation of employees in adapting to new operating and living environments. During critical periods of business transformation, much like during the early stages of rapid growth and expansion, family businesses should institutionalize "not breaking up the family" through establishing clear family governance structures and management systems to maintain scale and synergy during the succession process.
The findings of this thesis are as follows: Family businesses face multiple challenges in succession and sustainable management, with key issues including generational differences, insufficient succession planning, imbalance between short-term and long-term goals, lack of adaptability, and a shortage of strategic alliances and cooperation. Generational differences in economic environments and values lead to discrepancies in business philosophies between the older and younger generations. If new business models are not adopted, succession will be difficult. Globally, family businesses generally lack sufficient succession planning and confidence in their succession plans, affecting long-term stability. Most family businesses′ strategic planning focuses only on short-term goals, failing to fully consider long-term market changes and sustainable development, leading to a lack of preparedness for long-term challenges. In the face of rapidly changing global situations and the demands of digital transformation, family businesses need to be flexible and adaptable, with successful transformation relying on technology adoption, continuous learning and improvement, and a macro vision. However, many businesses still fall short in this regard. Historically, family businesses have operated solo, but in the modern market environment, they need to adopt more strategic alliances and cooperation models to promote innovation and development. Many family businesses have yet to fully utilize this approach, putting them at a disadvantage in competition.
In summary, family businesses face significant challenges in succession and sustainable management, including generational differences, insufficient succession planning, imbalance between short-term and long-term goals, lack of adaptability, and a shortage of strategic alliances and cooperation. These issues need to be addressed through comprehensive planning and management to ensure that family businesses can achieve long-term stable development in a highly competitive modern market, making the dream of becoming a centennial enterprise a reality. |
