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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
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dc.contributor.advisor | 邱顯比(Shean-Bii Chiu) | |
dc.contributor.author | PU-SHENG CHEN | en |
dc.contributor.author | 陳普生 | zh_TW |
dc.date.accessioned | 2021-06-07T17:33:26Z | - |
dc.date.copyright | 2020-07-20 | |
dc.date.issued | 2020 | |
dc.date.submitted | 2020-06-23 | |
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dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/15373 | - |
dc.description.abstract | 家族企業是支撐台灣經濟重要的力量,但台灣家族企業面臨接班問題加上國 際競爭加劇,故在全球化的浪潮下,家族企業面臨由家族成員持續經營抑或者引 進外部專業經理人的困難選擇。 本研究旨在探討家族企業在引進外部總經理後,企業之研發強度上升與否, 以及外部經理人在其他營運項目上的績效、以及該現象之可持續性,做為提供家 族企業未來在引進外部專業經理人時之參考依據。研究方法採用迴歸實證分析, 研究樣本為台灣上市櫃公司之家族企業,研究產業為電子相關產業,研究期間自 2006-2018 年 實證結果指出,家族企業引進外部總經理具有兩種職位意涵,分別為家臣以 及外部專業經理人,兩者在研發的投入相當不同,家臣由於職位意涵偏向於替家 族成員掌管,故經營型態接近家族成員,故引進家臣會帶來研發投入顯著下降, 相對來說引進外部專業總經理則帶來研發經費上升。此外在專業經理人的職位判 定上,過往大多依靠企業訪談、經理人學經歷等質化指標作為判斷經理人為家臣 與否,本研究採用年資作為量化判斷依據,發現若將外部總經理升任為家族企業 總經理時之年資小於 1 年做為指標,可以有效過濾出經理人為家臣與否。 | zh_TW |
dc.description.abstract | Family-owned businesses are the backbone of the Taiwan economy, but Taiwan’s family firms face succession issues and intensified international competition. Therefore, under the wave of globalization, family firms face the difficult choice of whether to continue to be run by family members or bring in outside professional managers. The purpose of this research aims to explore whether the R D intensity of the company has increased after the introduction of the external general manager. The research method adopts regression empirical analysis. The sample is Taiwan-listed family firms in the electronics-related industry with the research period from 2006 to 2018. The empirical results indicate that the introduction of an external general manager in a family firm has two types of implications, namely, a long-serving manager (steward) or an external professional manager. The investment policy in R D is quite different between these two types of managers. The long-serving manager tends to behave like the family members because of the close relationship between each other. Their attitude of investment on R D is conservative, so the introduction of a long-serving manager will result a significant reduction in R D investment, as opposed to an increase in R D expenditure if an external professional general manager is brought in. In addition, most of studies in the past used qualitative indicators such as interviews and managerial experience to distinguish a long-serving manager from an external manager. In this research, we use the general manager's job tenure as an indicator. If it is less than 1 year when promoted to the position of general manager of a family business, it can effectively filter out whether the manager is a family minister or not. | en |
dc.description.provenance | Made available in DSpace on 2021-06-07T17:33:26Z (GMT). No. of bitstreams: 1 U0001-2306202013500000.pdf: 2417678 bytes, checksum: 85d75e494183a468d0b9ec066873b4e1 (MD5) Previous issue date: 2020 | en |
dc.description.tableofcontents | 目錄 中文摘要.................................................................................................................i Abstract................................................................................................................ ii 第一章 緒論..........................................................................................................1 第一節 研究背景 ........................................................................................ 1 第二節 研究動機與目的 ............................................................................ 4 第三節 文獻探討 ........................................................................................ 5 第二章 研究方法..................................................................................................6 第一節 研究對象與資料來源 .................................................................... 6 第二節 研究方法 ........................................................................................ 8 第三節 研究變數與說明 .......................................................................... 12 第三章 家族企業與外部總經理........................................................................14 第五章 實證結果與分析....................................................................................18 第六章 研究結論與限制....................................................................................27 第一節 研究結論......................................................................................27 第二節 研究限制與建議 .......................................................................... 28 中文參考文獻......................................................................................................29 英文參考文獻......................................................................................................31 | |
dc.language.iso | zh-TW | |
dc.title | 家族企業引進外部總經理之職位意涵-以台灣電子業為例 | zh_TW |
dc.title | The Implication of Hiring an External General Manager in a Family Owned Business - An Empirical Research in Taiwan’s Electronic Industry | en |
dc.type | Thesis | |
dc.date.schoolyear | 108-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 陳葉寧 (Yeh-Ning Chen),張晏誠(Yen-Cheng Chang) | |
dc.subject.keyword | 家族企業,專業經理人,外部總經理,家臣,研究與發展費用,研發費 用,研發強度, | zh_TW |
dc.subject.keyword | Family business,Professional manager,External general manager,family minister,R D,R D intensity, | en |
dc.relation.page | 33 | |
dc.identifier.doi | 10.6342/NTU202001117 | |
dc.rights.note | 未授權 | |
dc.date.accepted | 2020-06-23 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 財務金融學研究所 | zh_TW |
顯示於系所單位: | 財務金融學系 |
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