家族企业子女接班的制度化管理

作为我国家族企业代际传承首选形式的子女接班,由于我国家族企业深受"家文化"的影响,目前存在职业经理人队伍和市场不成熟,规模小、技术含量低的现状,家族企业尚未发展到两权分离的程度,故采用"子承父业"的接班模式具有一定的合理性。但是,我国家族企业子女接班未形成制度化,存在子女接班人选择的主观性和随意性、缺乏权力传承协调和移交机制等危害,最终导致信任危机和影响家族企业可持续发展等一系列的后果。因此,家族企业子女接班从子女接班人的甄选、培养、评估和考核、奖惩到最后获得继承权,需要运用人力资源管理的视角来分析,以此强化子女接班制度化管理思维。

The Institutional Management of Filial Succession in Family Enterprises

As the first choice of Chinese family business generation succession,the filial succession is deeply rooted in the family culture of China.The rationality of ＂son inherited his father＂ model lies in that now the professional managing agent and its market are small in scale,low-tech and far from maturity, thus,it has not reached the level of separation the ownership.However,the current situation that filial succession of family business in China has not institutionalized decided that its threats of credit crisis and the incapability of sustainable development of family firm caused by the subjectivity and arbitrariness in choosing filial successor and the lack of mechanisms for coordination and transfer of rights.The conclusion is that it is of tremendous necessity to use the human resources management angle to analyze the process of selection,training,assessment and evaluation,rewards and punishments and to the last access inheritance.Thus,the institutional management of filial succession in family enterprises could be established.