家族企業接班衍生組織變革、衝突與轉化之歷程研究

Research on the Process of Organizational Change, Conflict and Transformation Led by Family Business Succession

10.6504/JOM.2012.29.03.05

吳建明(Chien-Ming Wu)；連雅慧(Ya-Hui Lien)

家族企業接班 ； 組織變革 ； 組織衝突 ； 碳所創新 ； 利用創新 ； Family Business Succession ； Organizational Change ； Organizational Conflict ； Explpratory Innovation ； Exploitative Innovation

管理學報

29卷3期（2012 / 06 / 01）

279 - 305

繁體中文

台灣企業多數具有「家族經營」與「傳統產業」特徵；這使其難以避免「家族企業接班」、「組織變革」與隨之而來的「兩代之間經營理念衝突」與「組織變革兩難選擇」的組織問題。個案顯示：家族企業接班易引發組織變革行為，當第一代業主與第二代接班人分踞「發揮既有策略效益（利用創新）」與「另啟創新策略效能（探索創新）」時，兩代之間對立的經營觀點與組織變革兩種分歧途徑會交融而混淆問題本質，進而形成或擴大「組織衝突」。其中，「引進外部資源」、「內部家族親情網絡」以及「理解兩代生命史的交疊關係」有助於轉化「組織衝突」，使合成為組織變革力量。對於促進「探索創新」與「利用創新」的「雙元並存」因素，則包括「跨領域維持兩種變革形態的獨立性」、「接受功能性衝突」與「提倡默化學習」。值得關注的是，存在於業主與接班人心中的「利他」與「我執」兩種心理狀態權衡，會干擾前述發展歷程的進行。

Numerous of Taiwanese companies have traits of ”family business” and ”traditional industry”, which makes them difficult to avoid problems as family business succession or organizational change and the subsequent organizational problems as business philosophy conflict of two generations and the dilemma of organizational change strategy.As discussed in this case, organizational change behavior could easily be induced by family business succession. While the owner of the first generation insists on exploiting strategic benefit (exploitation innovation) and the second generation of successor on exploring alternative innovative strategy performance (exploration innovation), the differences of managerial viewpoints and organizational change between two generations would be blended and mixed up into the essence of the discrepancy. Lastly it expanded into an organizational conflict.To be concluded, the introduction of external resources, internal family network and understanding the life history overlapped between two generations are contributed to the organizational conflict transformation, and emerged in the drive of organization improvement. As the factors promoting the coexistence of exploitation innovation and exploration innovation, it includes maintaining the independency between two cross-reign values and beliefs, accepting the functional conflict and emphasis on tacit learning. It is noteworthy that altruism and egoism weighting in the owner's and the successor's minds could interfere the business development process.

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