Probing into the Personality and Dual Role of the First Generation Leaders of Successors Choice –A Case Study

• Main Authors: Liao-Ching Lin, 廖慶霖
• Other Authors: Chen, Jessica H.F.
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/y23cpz

碩士 === 國立暨南國際大學 === 兩岸高階主管經營管理境外碩士在職學位學程 === 106 === The Chinese entrepreneurs prefer to select the next successor from their sons or family descendants. The next successor selection and the succession journey are usually planned by the leaders in the first generation, therefore, the values and insights of the leaders in the first generation will deeply influence the process and results of succession decision-making. How to properly arrange the family business succession depends on the wisdom, determination and courage of the first generation leaders; and whether the succession is successful, that is an important trial for the successor! Under the cognition of the family business generally select the next successor by consanguinity but ability, how the first generation leaders can handover the whole business smoothly, which is obviously the same important issue as the company's operation.This research is referred to a case study, A Company, which is a local family business. Although A Company's succession is urgent, the leaders of the two generations are completely different in terms of growth environments, the personality traits and values. It forms huge gaps in decision-makings and opinions. Under different business concepts, in addition to experience the running-in and conflicts, there are also some concepts to link up the succession. When all the factors we’d mention combine together, it might occurs variety of problems. According to the case study of A Company, we did further analysis about the factors that cause the decision-making dilemma during the company's succession. We hope that through this study, we can help enterprises in small and medium scale on succession execution. This research is referred to a case study, through a long period of intensive participation in the company's business activities to collect data, and for the six family members (parents in first generation and four sons of the second generation) we did individual interviews and personality testing. In this study, we attempts to depict the influence of the personality traits and roles on the decision-making process and actions in the succession of Taiwanese enterprises which made by the leaders in the first generation and successors in the second generation. When the enterprise inherits, the leaders in the first generation usually have the dual roles of parents and operators at the same time. The layout and decision-making of the successor candidates often contradict and conflict, and their personality traits influence the company's management and inheritance decisions. Finally, we discuss about how the leaders in the first generation of the company can strategically break through the predicament of succession.