中小企業家業傳承與挑戰—以A企業為例

Abstract

在世界各地，中小企業普遍存在。而現今社會上許多屬於家族企業的中小企業正面臨著家業傳承的議題。同時，在同學朋友間，甚至社會新聞上，有關家族企業傳承，二代接班的消息，文章，論壇源源不絕。各雜誌也爭相報導有關家業傳承的議題。因此，本論文藉由接班模型，家族企業治理課程的分析，以及正經歷家業傳承的A企業來探索企業接班的問題。 企業接班聽起來容易，實際上需注意的環節特別多，且其實在許多家族企業間是比較敏感的話題。從認知傳承的必要，接班人的選擇，規劃傳承步驟，到實際開始企業主控權的移交步步都需要家族間順暢的溝通，甚至最好透過外界的輔導。同時，如何選擇傳承後的最適合經營模式，也是需要經過審慎考量。因此，正在經歷家業傳承的A企業，正好合適來用模型，以及學術課程來分析，進而找到更佳建議，也為其他亞洲中小企業作為參考。

There are many Small and Medium Enterprises in the world. Many of these SMEs are consisted of family members, and many of them are experiencing family business heritage transition. Meanwhile, family business heritage transition is a populare topic among classmates and news, and numerous magazines are covering issues related to family business transition. Therefore, this thesis aims to analyze family business transition through transition models, philosophy learned from Professor’s class of family business heritage transition, and the case study of Enterprise A. Family business transition sounds easy, yet there are many details to pay special attention to. Also, family business transition can be a sensitive topic among the family business members. The steps start with recogning the need of transition, the selection of successor, the planning of transition, and the gradual transfer of business ownership, and all these steps require smooth and transparent communication. Sometimes the assistance from third party is required. At the same time, the selection of business model after the transintion requires careful analysis. Therefore, enterprise A which is experiencing family business transitition now, is the appropriate case to analyze with transition models and philosophies acquired through class, and the conclusion drawn can be useful reference for other family business SMEs in Asia.