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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 陳家麟 | zh_TW |
dc.contributor.advisor | Chialin Chen | en |
dc.contributor.author | 李家迪 | zh_TW |
dc.contributor.author | Tiffany Lee | en |
dc.date.accessioned | 2021-06-17T07:03:14Z | - |
dc.date.available | 2024-06-20 | - |
dc.date.copyright | 2019-07-31 | - |
dc.date.issued | 2019 | - |
dc.date.submitted | 2002-01-01 | - |
dc.identifier.citation | Bennedsen, M., Nielsen, K.M., Perez-Gonzalez, F., & Wolfenzon, D. (2007). Inside the Family Firm: The Role of Families In Succession Decisions and Performance.
The Quarterly Journal of Economics, p. 647-691. https://www.nber.org/papers/w12356 Bennedsen, Morten (2014). Li-Ka-shing’s business empire diversifies to prune risk.https://www.scmp.com/comment/insight-opinion/article/1585716/li-ka-shings-business- empire-diversifies-prune-risk Cadieux, L., Lorrain, J., & Hugron, P. (2002). Succession in Women-Owned Family Business: A Case Study. https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1741- 6248.2002.00017.x Chang, H-J., & Lin, S-J. (2011). A Study On the Succession Model of Family Business. Australian Journal of Business and Management Research, Vol. 1, No. 7, p. 62-71. Collins, Jim C. (2001). Good to Great: Why Some Companies Make the Leap and Other’s Don’t. United States: William Collins. Fang Delin. (2018). 消失的接班人. https://www.businesstoday.com.tw/article/category/80392/post/201811210028/%E6%B 6%88%E5%A4%B1%E7%9A%84%E6%8E%A5%E7%8F%AD%E4%BA%BA?utm_ source=%E4%BB%8A%E5%91%A8%E5%88%8A&utm_medium=autoPage Feng-Li, L, & Tsangyao. (2010). Does Family Ownership Affect Firm Value in Taiwan? A Panel Threshold Regression Analysis. International Research Journal of Finance & Economics, 42, p. 45- 53.http://ir.lib.cyut.edu.tw:8080/bitstream/310901800/5937/1/4.pdf Handler,W. C. (1994). Succession in family business: A review of the research. Family Business Review, 7(2), p. 133–157. Herz Brown. (1993). Loss and Continuity in the Family Firm. Family Business Review, p. 111-130. Lansberg, I., Astrachan, J-H. (1994). Influence of Family Relationships on Succession Planning and Training: The Importance of Mediating Factors. p. 39-59. https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1741-6248.1994.00039.x Lee, Albert. (2019). Personal Interview. Lee Andrew (2019). Personal Interview. Lee, Chanelle (2019). Personal Interview. Lee, Tien Tsai. (2019). Personal Interview. Lee, Yoolim. (2014). Billionaire Sy Lets Majority Rule as Kids Pilot Philippine Boom. https://www.sminvestments.com/media/news/billionaire-sy-lets-majority-rule-kids- pilot-philippine-boom. Liao, Shumin. (2019). Third Generation is Anoited as Li Ka-Shing Names Granddaughter to Board. https://www.yicaiglobal.com/opinion/liao.shumin/third- generation-is-anointed-as-li-ka-shing-names-granddaughter-to-board Ono, Yukako. (2017). Asian family conglomerates: Management at Central Group is no longer a family affair. https://asia.nikkei.com/Business/Asian-family-conglomerates- Management-at-Central-Group-is-no-longer-a-family-affair. Poza, Ernesto J. (1989). Smart growth: Critical choices for business continuity and prosperity. San Francisco: Jossey-Bass. Rosenblatt, P. C, de Mik, L., Anderson, R. M., & Johnson, P. A. (1985). The Family in Business. San Francisco: Jossey-Bass. Ward, John L. (1987). Keeping the family business healthy: How to plan for continuing growth, profitability and family leadership. San Francisco: Jossey-Bass. Ward, J.L. (2004). Perpetuating the family business. 50 lessons learned from long- lasting successful families in business. New York: Palgrave Macmillan. Venzon, Cliff. (2017). CEO in the News: SM Investments breaks the mold with outside appointment. https://asia.nikkei.com/Business/CEO-in-the-News-SM-Investments- breaks-the-mold-with-outside-appointment. Yuda, Masayuki. (2019). Exclusive: Thai billionaire outside CEO at CP Group. https://asia.nikkei.com/Editor-s-Picks/Interview/Exclusive-Thai-billionaire-open-to- outside-CEO-at-CP-Group. Yuda, Masayuki (2019). Thai magnate grooms new generation for $63bn CP empire. https://asia.nikkei.com/Spotlight/Asian-Family-Conglomerates/Thai-magnate-grooms- new-generation-for-63bn-CP-empire. | - |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/72670 | - |
dc.description.abstract | zh_TW | |
dc.description.abstract | The lack of succession planning has been identified as one of key reasons why many family businesses do not survive in the long run. Therefore, the continuity of a business from one generation to the next is highly dependent on successful and viable succession planning. My aim for the study is to open up doors for more people, in a similar situation as me, to understand the importance of succession planning and find ways to best manage a sustainable and successful family firm. The research is to pinpoint challenges that family firms face and discover methods that the next generation can adopt to ensure smooth generational handover. As a third-generation member of King Car Group, my goal is to apply the knowledge I acquire from my research to my own family’s firm to ensure the firm’s continuous growth and success. The method used in the paper are case studies from family businesses in Asia. A review of case studies identified several success factors that were instrumental in the development of effective succession process.
The key findings show that these companies: 1. Plan succession early by establishing formal and communicated career development plans for the heirs 2. Hire non-family executives to increase efficiency and professionalism 3. Allow next generation to pursue their field of interest as it could potentially create new business opportunities 4. Leaders know how to relinquish control and allow successors to gradually transition into their roles 5. Build family relationship outside of office to help strengthen family ties inside the office From studying successful family successions, clear planning and handling of business in a professional manner and hiring externally may be effective long-term strategies for firms. Furthermore, leaders should be open-minded toward next generation members who may not be interested in the taking over the business. For those who do show interest, leaders should provide opportunities for successors to transition into their roles while providing them with room for feedback and growth. Spending more time building a relationship with members outside of the business is also vital in aligning collective interest and developing mutual respect. Upon studying these reputable companies, the key strategies adopted by these companies have been narrowed and used in the context of King Car. The paper offers suggestions based on these firms’ past successes so that King Car could implement them in its own governance, strategic, and operational levels. | en |
dc.description.provenance | Made available in DSpace on 2021-06-17T07:03:14Z (GMT). No. of bitstreams: 1 ntu-108-R07749005-1.pdf: 1460223 bytes, checksum: ad6addc9f7ef2fa95fea5c6c66c6b9ad (MD5) Previous issue date: 2019 | en |
dc.description.tableofcontents | Acknowledgment
Abstract Table of Contents List of Contents List of Figures List of Tables 1. Introduction 1-3 1.1 Research Motivation 1 1.2 Introduction of the Topics 2-3 1.3 Research Question 3 2.Literature Review 3-12 2.1 Factors that Contribute to Effective Successions 3-5 2.2 Succession Planning Strategy 5-8 2.3 Importance of Family Cohesion and Commitment 8-9 2.4 Cultivating Next Generation Successors 9-12 3. Company Background 12-23 3.1 Mission and Vision 13-14 3.2 Family Code of Conduct 14-15 3.3 Grandfather’s Governance Methodology 16 3.4 Father’s Governance Methodology 17-18 3.5 Cross-generational Governance Dynamic 18-20 3.6 King Car Family Management Tree 20-23 4.Research Methodology: Case Studies 23-41 4.1 SM Investment Corporation, Philippines 23-26 4.2 The Central Group, Thailand 26-29 4.3 CK Hutchinson Holdings Limited, Hong Kong 29-31 4.4 Charoen Pokphand Group, Thailand 32-34 4.5 Evergreen Group, Taiwan 35-36 4.6 Key Success Factors 37-40 4.7 Limitations of Case Studies 40-41 5. Analysis & Recommendation 41-51 5.1 Comparison between King Car and Studied Companies 41-42 5.2 King Car’s Family Dynamic: Three Circles Model 43 5.2a King Car Second Generation 44-45 5.2b King Car Third Generation 45-48 5.3 Recommendation 48-50 5.3a Governance Level 48-49 5.3b Strategy Level 49-50 5.3c Operations Level 50-51 6. Conclusion 51-53 7. Reference 54-55 8. Appendix 56-77 | - |
dc.language.iso | en | - |
dc.title | 家族企業永續經營接班計畫: 以金車集團為例 | zh_TW |
dc.title | Developing a Sustainable Succession Plan: A Case of King Car Group | en |
dc.type | Thesis | - |
dc.date.schoolyear | 107-2 | - |
dc.description.degree | 碩士 | - |
dc.contributor.oralexamcommittee | 曹承礎;陳立宗 | zh_TW |
dc.contributor.oralexamcommittee | Tim Chou;Louis Chen | en |
dc.subject.keyword | 亞洲家族企業,家庭治理,關鍵成功因素,三圈模型,家庭辦公室, | zh_TW |
dc.subject.keyword | Asian Family Business,Family Governance,Key Success Factors,Three Circles Model,Family Office, | en |
dc.relation.page | 77 | - |
dc.identifier.doi | 10.6342/NTU201902126 | - |
dc.rights.note | 未授權 | - |
dc.date.accepted | 2019-07-30 | - |
dc.contributor.author-college | 管理學院 | - |
dc.contributor.author-dept | 企業管理碩士專班 | - |
顯示於系所單位: | 管理學院企業管理專班(Global MBA) |
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