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论我国家族企业代际传承的特征与存在问题 总被引:2,自引:0,他引:2
代际传承已成为我国家族企业面临的一个迫切的现实问题.我国家族企业代际传承具有面临权力交接高峰期、"子承父业"为主要接班模式等特征,存在对接班计划不重视、过分注重从家族内选拔接班人、甄选接班人缺乏系统程序等问题.如何有效提高成功传承的概率是今后研究的重点. 相似文献
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随着家族企业换代接班高峰期到来,对家族企业接班问题的研究越来越成为学术研究的重点和热点。本文介绍了国外关于家族企业代际传承模型的主要视角,并依据我国的文化传统,提出了新的研究视角。 相似文献
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本文总结了家族企业代际传承的几个主要影响因素,即接班意愿、传承时机、传位人和接班人之间的关系、传承计划与准备.并在此基础上进行了深入分析. 相似文献
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本文在对中国家族企业制度转型的现状分析基础上,讨论了大型家族企业制度转型的三个阶段:企业治理模式转型阶段,企业产权制度转型阶段,企业完全社会化阶段。最后,根据当前我国家族企业制度转型的阶段,给出了中国家族企业制度转型的具体路径:引入职业经理人、引进外部股东、稀释家族成员权力、培养接班子女。 相似文献
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浙江省家族企业继任调查分析 总被引:1,自引:0,他引:1
本文通过对浙江省已经发生继任的128家家族企业所做的问卷调研,具体分析了家族企业的继任特征、前任与继任者的个体特征、继任后家族企业的组织特征,总结家族企业继任实践存在的主要问题,并提出了相关的政策建议。 相似文献
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家族企业代际传承已经成为学术界和实务界关注的一个焦点。文章尝试建立一个风险分析框架,深入分析代际传承对企业风险承担的影响机理及经济后果。基于2004-2016年我国沪深两市A股上市家族企业的研究数据,文章以家族二代继任者成为董事长或总经理的时点作为代际传承始点进行实证分析。研究结果表明:家族企业进入代际传承实施期后,企业风险承担水平会降低。与“家族—家族”类别的接班方式相比,在“职业—家族”类别的接班方式下,代际传承对企业风险承担水平的负效应更明显;创始人弱参与下的企业风险承担水平低于创始人强参与下的企业风险承担水平。此外,代际传承通过企业风险承担这项路径引起企业会计绩效下降。 相似文献
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家族企业控制权继任分析模型研究 总被引:1,自引:0,他引:1
针对家族企业的传承是一个复杂的多阶段演进过程,文章在借鉴国外有关家族企业控制权继任模型的基础上,结合我国特有的文化、市场背景的实际情况,构建了家族企业控制权继任分析模型,并对家族企业控制权继任传递影响因素进行了分析,希望对中国家族企业解决代际传承问题有所借鉴。 相似文献
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《Journal of Business Venturing》2003,18(5):667-687
Recent theoretical developments suggest that satisfaction with the succession process in family firms is enhanced by the incumbent's propensity to step aside, the successor's willingness to take over, agreement among family members to maintain family involvement in the business, acceptance of individual roles, and succession planning. Data from incumbent leaders and successors provide strong support for these relationships. Incumbents and successors disagree, however, about the importance of each other's role. This implies a need to align these strategic stakeholders' perceptions in the family firm. Our research methodology also highlights the importance of considering multiple stakeholder groups in conducting family firm research. 相似文献
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文章将家族企业传承进程分为参与管理、共同管理和接收管理三个阶段,研究传承进程的不同阶段推动还是抑制了家族企业创新。本文利用2012-2014年A股主板上市家族企业的404个代际传承数据进行实证研究,发现家族企业代际传承会导致企业创新活动的减少。具体而言,二代进入家族企业管理层参与管理或者二代与一代共同管理企业日常经营活动抑制了创新,即参与管理降低了研发资金和研发人员的投入,共同管理也减少了研发投入强度;二代接任董事长职位完成接收管理后,可能会重新推动家族企业创新,使之逐渐恢复到未传承前的创新水平。因此,传承进程的三阶段划分可以作为家族企业代际传承研究的理论基础,需要充分认识到传承进程不同阶段的差异性,家族企业不能一味保护社会情感财富而忽视企业创新,进而影响企业的可持续发展。 相似文献
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家族企业在世界各国大量存在和发展着,在各国的经济发展和就业方面扮演着重要角色。进入21世纪以来,随着家族企业换代接班高峰期到来,对家族企业传承问题的研究越来越成为学术研究的重点和热点。纵观中外关于家族企业代际传承模式,"子承父业"仍是许多家族企业首选的交接班方式。目前,由于受主观因素和客观因素的影响,部分企业已将企业交给外部职业经理人打理。 相似文献
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Intergenerational Succession in Small Family Businesses: Borrowing Constraints and Optimal Timing of Succession 总被引:1,自引:0,他引:1
Small family businesses differ from non-family businesses in that their functioning is not independent of the life cycle of the owner-operator, and in that other family considerations sometimes lead to sub-optimal managerial decisions from the point of view of the business. This is why a smooth intergenerational succession is essential to the profitability of the business, and to the welfare of the family as a whole. Succession within the family involves first of all the choice of a successor. The choice is affected by birth order, age differentials, and qualifications of potential successors. Choosing a successor means reaching an agreement about the timing of succession and income distribution before and after succession. This paper focuses on the decision of the business-operating family when to bring in the designated successor. A utility-maximizing time is shown to differ from the income-maximizing time only in the presence of binding borrowing constraints. Such constraints are likely to enhance an earlier succession in order to use the successor's accumulated off-business assets to ease the constraints and to increase future business income due to earlier accumulation of business-specific human capital by the successor. An additional model shows that the successor will not be willing to wait indefinitely for the formal ownership transfer of the business, because of the risk of being disinherited in some future period. The consequences of possible strategic behaviors of both the owner and potential successors on the results of these models is discussed informally. 相似文献
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The paper addresses how the understanding of family business legacy, individual identity, and transgenerational entrepreneurship of next-generation principals is affected by role changing events in family business systems. The paper uses the insights of a focus group of 38 next-generation family business principals of ultrahigh-net-worth business families from 14 countries. It corroborates that parents and role models are influencing factors on the understanding and perception of family identity, values, and transgenerational entrepreneurship. Identity inflection points during moments of expected and unexpected role changes, such as family business succession, can either positively or negatively impact the appreciation of a next-generation principal regarding legacy, identity, and transgenerational entrepreneurship. Based on the results of the qualitative interviews and peer group discussions, the findings indicate how identity inflection points affect the preservation of the next-generation family business principal's identity and family identity during a moments of role changes in family businesses and are a bottleneck for transgenerational entrepreneurship. 相似文献
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本文将家族企业代际传承分为参与管理、共同管理和接收管理三个阶段,探究了处于不同阶段家族企业的绩效情况以及二代推动的家族企业战略转型对企业绩效的影响。利用2010-2012年我国A股主板上市公司中家族企业的样本展开实证研究,得出如下结论:二代进入家族企业高管,参与家族企业的日常经营和战略决策,或者与一代共同管理家族企业,对企业业绩产生正面影响;由于样本数量较少的客观原因,接收管理后企业绩效的经济后果关系未能得到证实;二代推动的战略转型对共同管理和企业绩效的关系起反向调节作用,在代际传承的共同管理阶段实施战略转型会降低原有真实绩效。 相似文献
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Victor Zheng 《Asia Pacific Business Review》2013,19(3):407-423
The sub-prime mortgage crisis, the bankruptcies of important US banks, and many originally family controlled enterprises coming under non-family, CEO-type leadership during the 2008 global credit crunch led many people to rethink the relationship between risk management and family businesses. One of the foci was on the doctrine of separation of ownership. This paper attempts to compare and examine the evolution of corporate governance in the banking business in Hong Kong by using two key financial institutions based there. By contrasting the evolution of corporate governance, management style and pattern of succession, we can see that although they developed under the same business environment and legal framework, the East-West business culture and ideology led them to choose different ownership structures and ways of succession, which ultimately determined their different developmental trajectories. 相似文献