家族企業的治理與傳承：以台灣三大非酒精飲料公司為例

Abstract

在台灣現代化發展過程中，各行各業主要透過中小型企業的形式來發展，其中又以家族企業佔多數。此外，伴隨著近年來國際政治經濟局勢的不穩定性，國內的家族企業如何治理與傳承，成為一個不可被忽略的重要問題。有鑑於此，本研究將從非酒精飲料產業的角度切入，以質性訪談的研究方法，針對台灣這項產業的三間大型家族企業，探討其如何治理與傳承。如此一來，不僅有利於非酒精飲料產業未來的發展；也提供不同產業領域的家族企業，如何治理與傳承的成功案例。研究結果發現：第一，傳統儒家文化是良好家族企業文化的來源之一。儒家文化有利於家族成員間的互相尊重與和諧共存，因此能夠在許多有爭議的發展議題上，降低發生衝突的可能性；第二，家族需培養與食品產業或管理經營有關的接班人才，持續帶領家族企業不斷精進與創新，才能在同業當中保有過去的優勢地位；第三，家族企業的傳承與治理，仰賴家族高階管理者如何在成員的私人交情，與中立的公司制度之間取得恰當的平衡點；最後，家族企業在上市的過程中，需仰賴不同的風險管理策略，諸如股權分配和交叉持股等方式，以降低家族權力旁落的風險。綜合上述的研究結果與發現，本研究建議，一方面，未來家族企業的傳承，應任用專業經理人作為企業發展的執行者。亦即家族成員維持對企業的股權控制，實際執行面則應交由專業經理人負責。另一方面，家族企業應加強對創新研發的投入與重視，方可帶著公司的老品牌，面向未來持續經營。

關鍵字：非酒精飲料產業、台灣家族企業、治理與傳承、質性訪談研究

During Taiwan’s modernization process, various industries have primarily developed through small and medium-sized enterprises (SMEs), with family businesses accounting for the majority. Additionally, due to the instability of the international political and economic situation in recent years, the governance and inheritance of domestic family businesses have become critical issues that cannot be overlooked. In view of this, this study approaches the topic from the perspective of the non-alcoholic beverage industry, using qualitative interview research methods to explore how top three family businesses in this industry in Taiwan govern and inherit their enterprises. This approach not only benefits the future development of the non-alcoholic beverage industry but also provides successful case studies for family businesses in different industrial sectors on how to govern and inherit their enterprises. The findings of the study reveal that, first, traditional Confucian culture in China is one source of a strong family business culture. Confucian culture fosters mutual respect and harmonious coexistence among family members, which helps reduce the likelihood of conflicts over many contentious development issues. Second, families need to cultivate successors with expertise in the food industry or business management to continuously lead the family business in improving and innovating, thereby maintaining their competitive advantage in the industry. Third, the governance and inheritance of family businesses depend on how family senior managers strike an appropriate balance between personal relationships among members and neutral corporate systems. Lastly, during the process of going public, family businesses need to rely on various risk management strategies, such as equity distribution and cross-shareholding, to mitigate the risk of losing family control. Based on the above findings, this study suggests that for future inheritance, family businesses should employ professional managers to execute the business development while maintaining family members’ control over equity. Furthermore, family businesses should enhance their investment in and focus on innovation and research to carry their traditional brands forward into sustained future operations.

Keywords: Non-alcoholic beverage industry; Family businesses in Taiwan; Governance and inheritance; Qualitative interview study