家族企業之傳承：聯寶公司個案研究

Abstract

成立一個永續經營的百年企業無疑是每一個創業者的願景，但統計資料顯示很少企業真的能夠經營到一百年或是百年以上。家族企業在全球經濟具有很重要的貢獻，但研究資料顯示大約有70%的家族企業在第二代接班前就已經以失敗或出售收場，僅有10%的家族企業可以成功傳承到第三代。這些資料凸顯了家族企業傳承計畫的重要性。 本研究以個案研究的形式探討聯寶電子的傳承和接班策略，描述聯寶從創業到傳承的佈局，作為同為電子產業其他面臨接班挑戰企業的參考依據。聯寶電子至今已經營超過36年，第一代創辦人即將交棒給第二代接班人作經營，相關傳承佈局早在10-15年前就已經啟動，至今已漸漸到位。在進行傳承的過程中，聯寶創辦人意識到接班人的培養是一個長期工程，必須儘早準備，才能確保接班人有足夠的歷練和經驗，能夠發展自己的個性、責任感、信心和格局，足以領導企業走向下一個30年。此外，交棒的過程是企業重新審視公司核心價值的最佳時刻，找出哪些是企業不可或缺的要素、哪些要素應該放棄、哪些方面必須要創新。以聯寶為言，員工是公司重要的資產，因此與員工維持家人般的緊密關係是企業的核心價值。在企業傳承之際，創辦人也意識到完善公司體制的重要性，因此努力將一個健全的企業交給下一代，確保公司的未來可以更開闊。 本研究採用家族企業地圖理論分析聯寶現在及未來家族企業型態的預期改變，當前處於家族主導的企業(closely held family firms)，而第二代接班人也期望維持家族主導的企業型態，但考慮到下一代接班意願尚未明確，第二代接班人預期將會帶領企業走向分工的家族企業(delegated family firms)型態。

Every entrepreneur aims to establish a sustainable, hundred-year enterprise, but statistics show that few enterprises can actually operate for more than a hundred years. Family businesses play a very important role in the global economy, but past literature indicates that more than 70% of family businesses fail or are sold off before the second generation takes over; only 10% of family businesses can be successfully passed on to a third generation, highlighting the importance of family business succession planning. This study explores succession strategies through the case study of LinkCom, describing the history of LinkCom from establishment to succession planning, serving as a reference for other electronic companies facing succession challenges. LinkCom has now operated for more than 36 years, and the first-generation founder is currently working to pass on the baton to the second-generation successor. Related succession plans were initiated 10-15 years ago and are now gradually falling into place. During the succession process, the LinkCom founder realized that cultivation of a successor is a long-term project that requires advance planning to ensure that said successor possesses sufficient experiences and expertise to develop their own personality, sense of responsibility, confidence, and insight to lead the corporation for the next 30 years. Additionally, the succession process is the best time for a corporation to assess core enterprise values, as well as identify which elements are essential, which elements should be abandoned, and which aspects require innovation. LinkCom considers employees to be important assets, and a core corporate value is to maintain close, family-like relations with employees. During the succession process, the LinkCom founder also realized the importance of strong corporate structures, and therefore worked to pass on a sound enterprise to the next generation, thus ensuring a brighter future for the corporation. This study used the family business map to analyze LinkCom’s current and future family business structures and expected changes. LinkCom is currently a closely held family firm, and the second-generation successor expects to maintain this structure for a time. However, as the succession intentions of the next generation are still uncertain, the second-generation successor also expects to lead the conversion to a delegated family firm.