請用此 Handle URI 來引用此文件：
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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 連勇智 | zh_TW |
| dc.contributor.advisor | Yung-Chih Lien | en |
| dc.contributor.author | 黃寶慧 | zh_TW |
| dc.contributor.author | Bao-Huei Huang | en |
| dc.date.accessioned | 2025-11-27T16:10:51Z | - |
| dc.date.available | 2025-11-28 | - |
| dc.date.copyright | 2025-11-27 | - |
| dc.date.issued | 2025 | - |
| dc.date.submitted | 2025-10-13 | - |
| dc.identifier.citation | References
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| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/101077 | - |
| dc.description.abstract | 本研究立基於制度基礎理論（Institution-based Theory），旨在探討家族治理機制與外部治理機制於轉型經濟體系中之互補關係。透過分析家族企業在制度轉變過程中的適應行為，本文試圖釐清內部治理架構如何與新興外部治理規範產生交互作用。在比較個案分析方面，本研究選取三星（Samsung）作為成功因應制度轉型之代表企業，並以大同（Tatung）作為面臨治理困境之對比案例，藉此提出一系列命題，說明家族控制與外部治理壓力間之動態平衡。
研究結果顯示，家族企業若能及早建構穩健之政治與財務關係、引進專業經理人制度，並積極回應監管規範，將有助於促進治理整合，提升組織合法性與韌性。此一治理策略不僅有助於家族企業在制度轉型過程中維持其競爭優勢，亦為制度環境下之企業調適行為提供具體實證依據與政策參考。本文之研究發現，對家族企業治理實務與轉型經濟中之制度設計，皆具有一定啟示意涵。 | zh_TW |
| dc.description.abstract | The study in question examines the complementary relation between family governance mechanisms and corresponding external governance mechanisms in transitional economies from the perspective of institutional-based theory. Through an assessment of the way family firms adjust to institutional changes, the research seeks to examine how internal family governance systems interplay with the demands of nascent external governance during an economic transition. By way of comparative case studies exploring one firm's successful adaptation to economic transformation (Samsung) while it was faced simultaneously with transitional dilemmas (Tatung), propositions were formulated concerning the fine balance between assisting family control and succumbing to the pressures of external governance. Our findings decisively emphasize the importance of fostering harmony through constructing political and financial ties, professional management, and cooperation with regulators from an early stage. This study offers some idea on how family firms might sustain competitive advantage and yet effectively adjust institutionally in a transitional economy, simultaneously making some policy and family business practitioner-oriented contributions. | en |
| dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2025-11-27T16:10:51Z No. of bitstreams: 0 | en |
| dc.description.provenance | Made available in DSpace on 2025-11-27T16:10:51Z (GMT). No. of bitstreams: 0 | en |
| dc.description.tableofcontents | 口試委員會審定書 Ⅰ
ACKNOWLEDGEMENTS II 摘要 III ABSTRACT IV CONTENTS V LIST OF FIGURES VIII LIST OF TABLES IX CHAPTER 1: INTRODUCTION 1 1.1 RESEARCH BACKGROUND AND MOTIVATION 1 1.2 OVERVIEW OF TAIWAN’S ECONOMIC DEVELOPMENT 3 1.3 TAIWAN AS A TRANSITIONAL ECONOMY: INSTITUTIONAL CHANGES AND IMPLICATIONS 4 1.4 ROLE OF FAMILY BUSINESSES IN TAIWAN’S FINANCIAL MARKET 5 1.5 RESEARCH QUESTIONS 6 1.6 RESEARCH FRAMEWORK DIAGRAM 7 CHAPTER 2: CORPORATE GOVERNANCE AND INSTITUTIONAL CONTEXT IN TAIWAN 8 2.1 CORPORATE GOVERNANCE IN TAIWAN: THEORY AND INSTITUTIONAL LANDSCAPE 8 2.2 CORPORATE GOVERNANCE TRANSFORMATION IN TAIWAN 9 2.3 INSTITUTIONAL AND LEGAL ENVIRONMENT 9 CHAPTER 3: LITERATURE REVIEW AND THEORETICAL ARCHITECTURE 13 3.1 INTRODUCTION 13 3.2 INSTITUTION-BASED VIEW (IBV) AND INSTITUTIONAL TRANSFORMATION 13 3.2.1 Theoretical Foundations 13 3.2.2 Fundamental Concepts 14 3.3 INSTITUTIONAL CHALLENGES IN TRANSITIONAL ECONOMIES 17 3.3.1 Key Concept: "Navigating Institutional Voids" 18 3.4 FAMILY BUSINESS GOVERNANCE IN TRANSITIONAL ECONOMIES 20 3.4.1 Resource Dependency Theory and Family Businesses 20 3.4.2 Governance Challenges for Family Firms 20 3.4.3 Case Background and Prior Study: Tatung Company Governance Transition 23 3.4.4 Integration of Family and External Leadership 25 3.4.5 Role of Socioemotional Wealth (SEW) 26 3.5 EXTERNAL GOVERNANCE FRAMEWORKS AS INTEGRATION MECHANISMS 29 3.5.1 External Governance Components and Their Significance 29 3.6 TATUNG'S POST-RESTRUCTURING INTEGRATION 31 3.7 OPERATIONAL AND STRATEGIC INTEGRATION DIMENSIONS 32 3.8 EXTERNAL GOVERNANCE INTEGRATION AND RE-LEGITIMATION 33 CHAPTER 4: RESEARCH METHODOLOGY 38 4.1 INTRODUCTION 38 4.2 RESEARCH PHILOSOPHY AND APPROACH 40 4.3 RESEARCH DESIGN 42 4.4 DATA COLLECTION METHODS 45 4.5 DATA ANALYSIS METHOD 48 4.6 CASE SELECTION CRITERIA 49 4.7 ETHICAL CONSIDERATIONS 52 4.8 METHODOLOGICAL LIMITATIONS 53 CHAPTER 5: CASE STUDY 57 5.1 INTRODUCTION: TATUNG COMPANY IN TAIWAN AND SAMSUNG GROUP IN SOUTH KOREA 57 5.2 SAMSUNG GROUP 58 5.2.1 Background and Overview 58 5.2.2 Institutional Transform & Samsung’s Success 59 5.3 TATUNG COMPANY 61 5.3.1 Background and Overview 61 5.3.2 Institutional Transform & Tatung’s Success 62 5.4 INSTITUTIONAL TRANSFORMATIONS AND CHALLENGES OF STRATEGIC RESPONSES 63 5.4.1 The Challenges and Strategic Responses of Samsung Group 63 5.4.2 The Challenges and Strategic Responses of Tatung Company 65 5.5 COMPARATIVE ANALYSIS: TATUNG COMPANY AND SAMSUNG GROUP 68 5.6 TATUNG EVOLUTION TO NATIONAL SYMBOL 72 5.7 THE CRISIS OF FAMILY GOVERNANCE AT TATUNG AND THE RISE OF MARKET SHAREHOLDER 74 5.7.1 Legacy and Decline In Family Governance (1945-2015) 74 5.7.2 Governance Crisis and Shareholder Revolts (2015–2020) 77 5.8 TRANSITION TO NEW ERA TATUNG (2020S-PRESENT) 80 5.8.1 Board Composition and Governance Shift 80 5.8.2 Enhanced Transparency and ESG Integration 81 5.8.3 Strategic Operational and Financial Rescue 82 5.8.4 Organizational Culture Transformation and Reputational Resurgence 89 CHAPTER 6: FINDINGS 92 6.1 FINANCIAL AND MARKET PERFORMANCE: PRE VS. POST GOVERNANCE REFORM 92 6.2 THEME 1: FROM FAMILY-CENTRIC TO MARKET ACCOUNTABILITY 98 6.3 THEME 2: INSTITUTIONAL PRESSURE AS A CATALYST 100 6.4 THEME 3: TRANSPARENCY AND STAKEHOLDER ALIGNMENT 102 CHAPTER 7: REFLECTIONS AND DISCUSSION 105 7.1 DEVELOPING RESEARCH PROPOSITIONS THROUGH THE TATUNG CASE 105 7.2 INSTITUTIONAL-BASED VIEW (IBV) INTERPRETATION: THE EVOLUTION OF GOVERNANCE 107 7.3 COMPARATIVE INSIGHT: TATUNG VS. SAMSUNG 109 7.4 INTEGRATED REFLECTIONS AND THEORETICAL & MANAGERIAL IMPLICATIONS 111 CHAPTER 8: CONCLUSION 113 8.1 REAFFIRMING THE STUDY'S PURPOSE AND CONTEXT 113 8.2 OVERVIEW OF KEY RESEARCH FINDINGS 113 8.3 VALIDATION OF RESEARCH PROPOSITIONS 115 8.4 THEORETICAL CONTRIBUTIONS 116 8.5 PRACTICAL IMPLICATIONS 119 8.6 LIMITATIONS OF RESEARCH AND FUTURE RESEARCH DIRECTIONS 120 REFERENCES 123 | - |
| dc.language.iso | en | - |
| dc.subject | 家族治理 | - |
| dc.subject | 外部治理 | - |
| dc.subject | 轉型經濟體 | - |
| dc.subject | 制度基礎理論 | - |
| dc.subject | 家族企業適應 | - |
| dc.subject | Family governance | - |
| dc.subject | external governance | - |
| dc.subject | transitional economy | - |
| dc.subject | institutional-based theory | - |
| dc.subject | family business adaptation | - |
| dc.title | 轉型經濟中的家族治理與外部治理： 以制度基礎理論為例 | zh_TW |
| dc.title | Family Governance & External Governance in a Transitional Economy: Study in Institutional-base Theory | en |
| dc.type | Thesis | - |
| dc.date.schoolyear | 114-1 | - |
| dc.description.degree | 博士 | - |
| dc.contributor.oralexamcommittee | 葉匡時;魏啟林;洪茂蔚;何筱文 | zh_TW |
| dc.contributor.oralexamcommittee | Kuang S. Yeh;Chi-Lin Wea;Mao-Wei Hung;Hsiao-Wen Ho | en |
| dc.subject.keyword | 家族治理,外部治理轉型經濟體制度基礎理論家族企業適應 | zh_TW |
| dc.subject.keyword | Family governance,external governancetransitional economyinstitutional-based theoryfamily business adaptation | en |
| dc.relation.page | 138 | - |
| dc.identifier.doi | 10.6342/NTU202504572 | - |
| dc.rights.note | 未授權 | - |
| dc.date.accepted | 2025-10-14 | - |
| dc.contributor.author-college | 管理學院 | - |
| dc.contributor.author-dept | 國際企業學系 | - |
| dc.date.embargo-lift | N/A | - |
| 顯示於系所單位： | 國際企業學系 | |
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|---|---|---|---|
| ntu-114-1.pdf 未授權公開取用 | 5.11 MB | Adobe PDF |
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