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论文编号：	287
作者编号：	2120062349
上传时间：	2008/12/11 22:17:16
中文题目：	我国家族企业代际传承继任人选择
英文题目：	The Research of Transferring a
指导老师：	李维安
中文关键字：	家族企业;传承;继任;所有权;控制
英文关键字：	Family Enterprise;Transferring
中文摘要：	家族企业是世界经济范围内普遍存在的一种企业组织形式，在社会经济中扮演着举足轻重的角色，并面临着传承问题的困扰。而家族企业的代际传承是家族企业成长和发展的关键。因此，客观地分析家族企业生存和发展中存在的问题，引导家族企业不断突破自身发展的局限，合理解决传承问题，成为家族企业面临的重大课题，也是学者们重要的历史使命与责任，这也正是论文的意义所在。 论文首先对国内外学者关于家族企业的相关概念进行了梳理，并界定本文的研究对象。研究发现，国内关于家族企业传承问题的研究多是停留在经验的案例探讨和继承影响因素分类描述上，对家族企业继任人问题的理论研究亟待深入。接着将美国、欧洲、日本等国家族企业传承经验进行比较，并通过分析我国家族企业的传承现状，从中得到启示。然后结合我国当前家族企业现状构建了我国家族企业继任人选择模型，从理论上和逻辑上揭示了家族企业继任人的路径选择的优劣及各路径的主要特征；从继任人的选择、培养与考察、确定继任人和监督与完善、权杖交接等过程分析家族企业传承的主要问题。最后以国内一个典型家族企业传承案例分析来说明模型的可行性并对案例进行评价。 通过研究，主要得出如下几个方面的结论：首先，我国家族企业应基于自身具体情况及早制定并实施完备的传承计划；并且，我国家族企业受中国传统家文化深厚影响作用存在家族愿景。其次，完备的传承计划应始于企业成长期，在企业衰退期到来之前完成传承：并且，由于完备的传承计划实施、优良的人力资本与财富资本的不断加入、先进的管理经验的运用、制度性因素的完善、家族（泛家族）文化的熏陶等诸多因素共同作用，下一轮的传承将会仍然在成长期甚至成熟期内永续传承。再次，在家族企业选取非家族成员传承时，是可以在传递控制权的同时，进行部分所有权传承的。最后，基于我国当前经济、政策、法律、制度等环境下，在继任人选择的路径上，在存在家族成员或者家族成员候选人有能力且有意愿时，还是首选家族成员；在家族成员能力欠缺或其他某些条件不成熟时，可以考虑第三条路径（家族、非家族成员结合）；在没有家族成员候选人或候选人没有兴趣或能力极大欠缺时，可以选择非家族成员继任人进行部分所有权和控制权传承。在此条路径下，本轮传承结束后，下轮传承时仍然会优先考虑家族成员继任。 总的来讲，论文通过对家族企业传承问题的研究，为我国正在面临和即将面临的家族企业继任人“两难困境”提供了一定的借鉴和理论支持。并且从过程分析的角度对现代家族企业如何甄选出合格的继任人提出了指导性建议，有利于家族企业顺利地平稳过渡和永续发展。 关键词：家族企业 传承 继任 所有权 控制权
英文摘要：	Family enterprise is a main form of enterprise that plays an important role in the economic and social development,all over the world,which faces the inter-generational transferring problem.And the inter-generational transferring problem is the key to family enterprise’development.Therefore,a impersonal analysis of the existing problems in survival and development of family enterprise，guiding the family enterprise to break their own limitations,and rational resolution of transferring problem is the important responsibility for scholars. This is also the purpose of this dissertation. Firstly, the paper clears the relative concepts of family enterprise and defines the research objective of the paper. The study finds that most of the domestic research about transferring of family enterprise in China is still stay in case study and classifying of influence factors. It is necessary for us to make serious theoretic research on family enterprise’successor problem. The paper compares the representative experience of family enterprise’transferring in United States, Europe and Japan, then summarizes the enlightenment for Chinese family enterprise through analyses the transferring of Chinese family enterprise. After that, the paper reveals the advantage and shortage and character of path selection of family enterprise successor , theoretically and logically, with building the model of family enterprise successor selection; analyzes the main problems of family enterprise transferring from the processes of successor selection, training and reviewing, confirmation and supervising, consummation and power transition. Lastly, it explains the feasibility of the model and some considerations through analysis of a representative case of domestic family enterprise. Through the study of the paper, we make the following conclusions: First, family enterprise in China should make and implement self-contained transferring plans based on their own situations; also there is family prospects existing in Chinese family enterprise which are influenced by traditional cultures deeply. Second, self-contained transferring plan should be comlepted between the growth stage and the recession stage of the enterprise life cycle. Also, since the functioning of many factors such as implement of succession plan, high quality human resources and the add-in of wealth capital, implement of advanced management experience, improvement of system factors, influence of family cultures, the next round of transferring will continued at growth stage or even maturity stage perpetually. Next, family enterprise may transfer partial ownership to non family members when they transit the control power. Last, base on the environment of present economics, policy, legality and system, family enterprise prefer family members when there is capable and desiderative candidates. When family members is not very capable or has other limitations, other path is also be considered. When family member candidate is not available at all, it is possible that non family member succeed partial ownership and control power. In this path, family member successors will still have priority in the next round secession. Generally speaking, this dissertation provides certain references and theoretical supports for the dilemma of family enterprise’ transferring problem. With the view of process analysis, it also gives guidance for modern family enterprise on the question that how to select eligible successors in favor of the peaceful transition and perpetual development of the family enterprise. Key Words: Family Enterprise Transferring Succession Ownership Control Power
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