| Summary: | 碩士 === 國立中山大學 === 人力資源管理研究所 === 106 === Purpose: The papers about family business are immense, but few of them focus on
the healthcare industry. This research mainly discusses the issue of how to train and how to nurture family successor when it comes to secession planning. Furthermore, whether the professional manager is suitable for the family hospital management, or he is the transitional choice in the secession planning. The problems that Taiwanese family enterprises usually face as inheritance are as follows. The elder generations are aged and have health concerns. The successor’s qualifications and ability are insufficient to take the responsibility. How to select the proper successor under time pressure is quite a challenge to family business. The agency has been in place for years in other countries, especially the United States. Different from western countries, in Taiwan, family business tend to restrict the successor to family members. We figure out possible solutions not only to inheritance but also to the sustainable operation and glorification of family business by choosing the proper person when handing over the business.
Method: This paper takes a time-honored, prestigious and sizable hospital as the research object and explores it deeply by interviewing and collecting secondary data. We discover its uniqueness in management and expansion within four generations even under the competitive environment.
Results: Paternalistic leadership is a unique and historical feature in the Chinese business, leading the Chinese family business to develop and pass down. It greatly influences the value, the firm’s intention and vision, the social network, the leadership styles, the cultivation of talent and the successor selection. The object of research is a classic ownership and management combined family business. Paternalistic leadership dominates its organizational culture and the succession or management is family-oriented. The professional manager plays as a steward and assists in the succession of family business.
Conclusion and Suggestion: Transformation and professionalization are crucial to sustainable development in family business. The experience of success can’t be duplicated and no succession model applies all enterprises. Family firms in Taiwan should formulate their own model of successor cultivation.
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