| Summary: | 碩士 === 國立中正大學 === 高階主管管理碩士在職專班 === 106 === In Taiwan, the number of small and medium-sized enterprises in which SMEs are employed is 744,166 (55.68%) (Ministry of Economic and Social Affairs, Small and Medium Business Administration, 2015). These family-owned enterprise departments are faced with the problem of "succession". This study focuses on the key factors affecting the succession of Taiwanese SME entrepreneurs. At the present stage, many small and medium-sized enterprises in Taiwan started their careers in the 1980s and 1990s. They fled over time until most of the business owners in 2017 reached 65-70 years old. Close to the retirement schedule, they face the process of planning the succession of the succession plan, resulting in communication conflicts, and thus unable to successfully complete the transfer of power.
This study attempts to find out how Taiwanese SMEs will improve their children's succession in their succession plans, and whether business owners' handling methods and leadership styles will affect the conflict between old and new management thinking in the process of succession. Child's succession suggestions. This study sampled business owners and business successors in the small and medium-sized traditional industries in the Yunan-Jinan region. Through case studies, we collected in-depth interviews with rich and diverse data, summarized them and then analyzed them gradually. Way to proceed. By focusing on the leadership style of the business owner, the company will discuss with the company's successors and expects to provide reference for the business owner's role and planning during the company's succession process.
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