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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 堯里昂 | zh_TW |
| dc.contributor.advisor | Leon van Jaarsveldt | en |
| dc.contributor.author | 李榮發 | zh_TW |
| dc.contributor.author | Brian Li Kam Wah | en |
| dc.date.accessioned | 2024-05-15T16:05:52Z | - |
| dc.date.available | 2024-05-16 | - |
| dc.date.copyright | 2024-05-15 | - |
| dc.date.issued | 2024 | - |
| dc.date.submitted | 2024-05-01 | - |
| dc.identifier.citation | Agarwal, R., & Gort, M. (2002). Firm and product life cycles and firm survival. American Economic Review, 92(2), 184-190.
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| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/92629 | - |
| dc.description.abstract | This thesis examines the crucial aspects of business resilience and succession planning in the context of a small, family-owned bakery transitioning through its fourth generation. The research specifically addresses the vital questions of identifying the best practices and challenges associated with these areas. The methodology employed involves a detailed case study of Mister CHU bakery, a family business with 80 years in business. This case study is complemented by an extensive literature review to identify and analyze the common challenges and effective practices in business resilience and succession planning. Participants in this study are key stakeholders of Mister CHU bakery, providing valuable insights into the internal dynamics of the business. Results from this research underscore the importance of innovation, strategic planning, professionalization, effective conflict management, development of a competent successor, and strong governance as fundamental elements for the success and longevity of family-owned businesses. The study reveals that balancing tradition with innovation is critical in maintaining the unique identity of a family business while ensuring its growth and adaptability in a changing business environment. The key discussion points focus on how family businesses like Mister CHU can maintain their heritage and values while embracing necessary changes and innovations to remain competitive. The implications of this study are far-reaching, offering significant contributions not only to the strategic development of Mister CHU bakery but also to the broader business world. This research provides a framework for other family businesses facing similar challenges, highlighting the need for a holistic approach to resilience and succession planning. | zh_TW |
| dc.description.abstract | This thesis examines the crucial aspects of business resilience and succession planning in the context of a small, family-owned bakery transitioning through its fourth generation. The research specifically addresses the vital questions of identifying the best practices and challenges associated with these areas. The methodology employed involves a detailed case study of Mister CHU bakery, a family business with 80 years in business. This case study is complemented by an extensive literature review to identify and analyze the common challenges and effective practices in business resilience and succession planning. Participants in this study are key stakeholders of Mister CHU bakery, providing valuable insights into the internal dynamics of the business. Results from this research underscore the importance of innovation, strategic planning, professionalization, effective conflict management, development of a competent successor, and strong governance as fundamental elements for the success and longevity of family-owned businesses. The study reveals that balancing tradition with innovation is critical in maintaining the unique identity of a family business while ensuring its growth and adaptability in a changing business environment. The key discussion points focus on how family businesses like Mister CHU can maintain their heritage and values while embracing necessary changes and innovations to remain competitive. The implications of this study are far-reaching, offering significant contributions not only to the strategic development of Mister CHU bakery but also to the broader business world. This research provides a framework for other family businesses facing similar challenges, highlighting the need for a holistic approach to resilience and succession planning. | en |
| dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2024-05-15T16:05:51Z No. of bitstreams: 0 | en |
| dc.description.provenance | Made available in DSpace on 2024-05-15T16:05:52Z (GMT). No. of bitstreams: 0 | en |
| dc.description.tableofcontents | Acknowledgment iii
Abstract iv Table of Contents v List of Figures vii List of Tables vii List of Abbreviations viii Chapter 1: Introduction 1 1.1 Background 2 1.2 Research Problem 3 1.3 Research Aims and Objectives 4 1.4 Research Methodology 5 1.5 Importance and Significance of the Study 5 Chapter 2: Literature Review 7 2.1 Small Family Business 7 2.2 Resilience for Small Family Business 10 2.3 Business Evolution from One Generation to the Other 12 2.4 Succession Planning Challenges 16 Chapter 3: Research Method 19 Chapter 4: Case Background 21 4.1 The Family 23 4.1.1 Family Dynamics 24 4.1.2 Succession Planning 27 4.2 The Ownership 28 4.2.1 Equal Share Distribution and Governance 28 4.2.2 The Fourth Generation 29 4.2.3 Closed Ownership Structure 31 4.3 The Business 32 4.3.1 Traditional Management Style 32 4.3.2 Legacy 33 4.3.3 Strategic Planning 33 4.3.4 Strategic Analysis and Market Positioning 34 Chapter 5: Analysis of Best Practices and Challenges 43 5.1 Business Resilience Best Practices and Challenges 43 5.1.1 Innovation 43 5.1.2 Strategic Planning 44 5.1.3 Professionalization of the Family Business 46 5.2 Succession Planning Best Practices and Challenges 47 5.2.1 Conflict 47 5.2.2 Developing the Successor 53 5.2.3 Family Business Governance 58 Chapter 6: Synthesis, Limitations, and Future Direction 62 6.1 Synthesis 62 6.1.1 Innovation 63 6.1.2 Strategic Planning 63 6.1.3 Professionalization 64 6.1.4 Conflict 65 6.1.5 Developing Successor 65 6.1.6 Governance 66 6.2 Limitations and Future Direction 66 Chapter 7: Conclusion 68 Chapter 8: Recommendations 70 8.1 Strategic Vision of 4th Generation 70 8.2 Strategic Advantages of the Business 71 8.3 Strategic Recommendations 73 8.3.1 Strategic Direction 73 8.3.2 Implementation Steps 74 8.4 Limitations on Outcomes 75 References 76 | - |
| dc.language.iso | en | - |
| dc.title | 增強第四代小型家族經營糕餅店的企業韌性和傳承規劃: 最佳實踐和挑戰案例研究 | zh_TW |
| dc.title | Enhancing Resilience and Succession Planning for a Small Family-Owned Bakery through the Fourth Generation: A Case Study of Best Practices and Challenges | en |
| dc.type | Thesis | - |
| dc.date.schoolyear | 112-2 | - |
| dc.description.degree | 碩士 | - |
| dc.contributor.coadvisor | 陳立宗 | zh_TW |
| dc.contributor.coadvisor | Louis Chen | en |
| dc.contributor.oralexamcommittee | 許文馨;鄭名道 | zh_TW |
| dc.contributor.oralexamcommittee | Audrey Hsu;Ming Daw Cheng | en |
| dc.subject.keyword | 小型家族企業,繼承規劃,專業化,企業韌性,企業生存, | zh_TW |
| dc.subject.keyword | Small Family Business,Succession Planning,Professionalization,Business Resilience,Business Survival, | en |
| dc.relation.page | 86 | - |
| dc.identifier.doi | 10.6342/NTU202400915 | - |
| dc.rights.note | 未授權 | - |
| dc.date.accepted | 2024-05-01 | - |
| 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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