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论文编号：	6079
作者编号：	2120112616
上传时间：	2013/12/19 14:39:43
中文题目：	康师傅企业成长与治理研究
英文题目：	The Enterprise Development and Governance Research of Master Kong
指导老师：	武立东
中文关键字：	家族企业;生命周期;公司治理;治理模式
英文关键字：	Family business;Life cycle;Enterprise governance;Governance pattern
中文摘要：	家族企业在中国的历史舞台上，一直扮演着举足轻重的角色，尤其是改革开放三十年来，更是得到非常迅猛的发展。家族企业在国民经济中的重要地位，已经影响到中国经济的结构调整，而且在未来，家族企业还将继续发挥更加重要的作用。不过，我们也不得不承认，目前的家族企业治理，存在非常严重的治理缺陷，甚至已经到了不得不尽快改变现状的局面，如果不尽快摸索出一个较为合理的家族企业的治理模式，中国的家族企业将深陷发展瓶颈甚至走向灭亡，“富不过三代”的诅咒也将无法打破。因此，研究中国家族企业尤其是具有代表性的家族企业的成长与治理，探索它们的治理模式的路径选择与演进规律，寻找到一条适合家族企业自身发展的治理道路，对于任何一个想要基业常青、永续经营的家族企业而言，都具有重要的现实意义。 顶新国际集团康师傅控股有限公司，是中国改革开放过程中家族企业的一个典型代表，它的发展与成长，生动的阐述了一个家族企业在中国目前的社会、经济环境下，如何一步步发展壮大。毫无疑问，研究它的成长和治理经验，对于其他家族企业未来的发展和治理结构的调整上，具有重要的借鉴作用。 本文从家族企业的定义谈起，回顾家族企业的概念，结合企业生命周期理论，从公司治理的角度，以康师傅控股有限公司（以下简称“康师傅”）成长史为主线索，分析康师傅从创业到现在，在每一个成长阶段中治理模式经历了怎样的尝试和探索，每一个成长阶段的治理特征是怎样的。本论文共分为六部分，第一章绪论，说明论文的研究背景及研究意义；第二章文献综述，分别阐述家族企业、生命周期理论、公司治理理论的内涵，以及家族企业治理模式的现状；第三章到第五章，详细介绍康师傅企业在不同的生命周期阶段，分别以资源、制度、理念为核心的治理模式的演变。第六章，总结康师傅的治理模式在不同阶段的调整带给我们的启示，同时也说明了本研究的不足之处，望其它家族企业借鉴经验的同时，也要考虑各自企业的实际情况，从自身出发，不盲目跟随，断章取义。
英文摘要：	Family business has been playing a very important role on the stage of China history. Especially, family business developed rapidly through these 30 years of China's reform and opening-up. The importance of family business in the national economy has affected China's economic structural adjustment. Furthermore, family business will play a more important role in the future. However, we have to admit that, there are some serious enterprise governance defects during the family business administration. And, the situation has to be changed as soon as possible. For a group of entrepreneurs, who started an undertaking successful in 1990s, are currently experiencing the period of inheritance to second-generation stage. If we can't find a proper governance mode for family business, it will become a bottleneck in development, even death. The curse of "the rich can be only held for three generations" will keep a long time. Therefore, we have to study the growth and governance method of Chinese family business, explore the path choice and evolution pattern of governance mode, and try to find a proper governance way which suits development itself for family business. Anyway, it has an important practical significance for the continuous development for all Chinese family business. Tingyi Holdings Limited (referred to as "Master Kong" ) , belonging to Dingxin international group, is on behalf of family business in the process of China's reform and opening up, has deeply revealed how the family business grow and develop step by step within the social and economic environment of today's China. Undoubtedly, to study its experience of development and governance, can provide an important reference for other family business' future development and the adjustment of governance structure. The paper starts with the definition of family business, and then recalls the concept of family business. After that, the paper analyzes Kangshifu experienced what kind of attempts and explorations during each growth stages of its governance characteristics. The paper combines with the theory of enterprise life cycle, uses the perspective of corporation governance and chooses the growth history of Kangshifu as the main clues. The paper is divided into six parts. The first chapter is introduction, which indicating the background and significance of the research. The second chapter is a quick review of references, which elaborates the theory of family business, life cycle, enterprise governance and the status quo of governance pattern of family business. From the chapter three to five, the paper describes and analyzes in detailed how Kangshifu developed and evolved in each stage of enterprise lifecycle, the governance pattern upgraded through resource, system and concept. The last chapter summaries the revelation of the adjustment in each stage in the enterprise life cycle of Kangshifu. Meanwhile, the research also contains shortcoming and constraints. We hope the entrepreneur of family business can learn the experience from the paper. However we must highlight that every enterprise has its unique situation and environment, blind obedience is not suggested.
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