家業傳承接班：以M醫院為例的個案研究

Abstract

企業接班的議題持續受到各界重視。但是對於醫療產業的個案研究卻相當有限。基於這個理由本研究以M醫院作為研究對象，以內部結構-行為者-外部結構的動態分析，使用訪談法的方式了解M醫院的接班安排。研究發現，M醫院對於面臨的產業轉型以及發展等外部結構因素所採取的策略及應變措施，恰巧對內部結構的問題，包含接班世代的接班安排，引進高階管理人員，以及排避免老員工對於空降部隊的反彈等問題找到一條出路。有鑑於此，企業接班面對的內外部環境將無法切割，必須在一個動態的過程下進行分析，才能說明企業擬定接班計畫的核心原因。

Business succession is a significant issue both academically and commercially. However, the case study of business succession in the medical industry is less discussed. This thesis takes M Hospital as study object, through not only dynamic analysis (internal structure-actor-external structure) but also interview method to realize its business succession arrangement and procedure. This study found that the responsive strategy and measure that M Hospital adopted for its industrial transformation and development (external factors), are precisely the solution for its internal issues, such as generational alternation, employment of high managers, and to prevent the senior employees' opposition against nepotism. According to research findings, the succession arrangement of corporations highly depends on the interaction between their internal and external environment, and the academic analysis to business succession is supposed to base on dynamic approach.