The Succession in Taiwan Family and Non-Family Business: Successor Factors, Succession Planning, Succession Challenges

• Main Authors: Chin-Yen, Lin, 林勁延
• Other Authors: Wen-Ting Lin
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/68635027685835435955

碩士 === 國立中正大學 === 企業管理研究所 === 101 === Waymon (2005) referred to the "Post-war baby boomers" are going to enter retirement age. Recently, the post-war baby enterprise presidents have been reached the age of retirement gradually, and many of them are facing succession fears, they worry about the crisis of succession gap. Some enterprises already have a succession planning, but they change their original succession planning due to the tremendous upheavals of the world economic. Such as in 2005, TSMC’s Chairman Chang has handed the first CEO position, but in 2009, Chang returned to the position of TSMC’s Chairman and CEO to lead once again. With the times, economic environment, and social background rapidly change, the enterprises must enhance their ability of respond and adapt to circumstances immediately. But for those enterprises no matter family businesses or non-family businesses, succession issue is the primary priority now. And this issue has been to consider and believe by many scholars and experts that will become the harsh war for Taiwan enterprises in the future. Because for those enterprises, decide the executive candidates who has policy decision power will be an important factor that cause the organization can survive or not. Therefore, for the selection and planning of the senior manager, it is not only an important issue on management, but also a survival and development of the organization (Getty, 1993; Upton, 1993). Due to the more and large competitive pressure of external environment, the intervention of shareholders, and the revolution of organization, how to find a suitable successor to succeed a senior manager and lead the organization, it appears to be the more important and necessary challenges (Gupta, 1992). Therefore, this study collect domestic and foreign literatures, and adoption the case interview study to compare family and non-family firms in the successor element、succession planning and succession challenges of the views and concerns. Then we conclude these two different types of enterprises in the selection successor before the elections to be thinking and advance to face the issues. Of course, hope that through this study compiled enterprise practical experience to provide the reference.