Secession Planning in small and Medium-sized Family Firms
|關鍵字:||家族企業;中小企業;接班問題;承續規劃;Secession Planning;Small and Medium-Sized Firms;Family Firms|
The purpose of this study was to explore how small to medium-sized family firms in Taiwan made their succession, and what kinds of challenge the successor would face during secession. Five owners and 16 successors of family firms were interviewed. Data showed that all firm-owners intended to pass their firms to their siblings. However, they often did not have a clear plan for how to select and educate their successors. Often, the successor of the firm is the child who is less qualified among siblings but more sympathetic to the firm owner. The major concern of the child (successor) was to continue the “family” business, rather than the business itself. Because the owners did not provide adequate training for the successors, there were numerous difficulties their successors had to face after succession. Besides, due to the fast changes in the contents and methods of small to medium-sized family firms, most of the successors had to bring certain innovations to the firm regarding the market, product, or technology.
|Appears in Collections:||Thesis|
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