A Study on the Talent Cultivation of Second Generation of Entrepreneur-a case study on a Family-owned Small and Medium Enterprise in Taiwan

• Main Authors: Chung-Kai Kuo, 郭重凱
• Other Authors: Tsan-Ying Lin
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/96rr36

碩士 === 中國文化大學 === 企業實務管理數位學習碩士在職專班 === 103 === The development of family-owned enterprise is time honored. However, most of the entrepreneur do not take the sustainable operation into account in terms of business development and pays few attention on the successor training. The succeeding process and result is critical to the development of the enterprise, however, in most of the cases, the process is not systematically organized and the generation alteration and the job handover is often reached by a long-term practice. The study aims to explore the types of successor training and can serve as a reference for the second generation of entrepreneur in the process of the job handover. The study conducts an in-depth interview on the subjects of the family-owned small and medium enterprise in Taiwan. The results are analyzed by applying qualitative research method ground theory to map the current status of successor training in Taiwan. The results finds that the family-owned enterprise in Taiwan prefer to put the blood-related family member on the enterprise succeeding plan and the training phases of the successor are as follows. 1. Formal education: The successor grew up in the environment of the family-owned enterprise tends to develop a strong identification toward the occupation and the enterprise, however, the successor with advanced education attainment tends to has a adaption issues for the enterprise environment. 2. The experience and toughening: The successor with outward toughening experience tends to develop business not relating to the family-owned enterprise, on the other hand, the successor with experience of the inward toughening tends to acquire capability to take charge of the family-owned enterprise. 3. Probation learning: Though the preparation for succeeding has been ready for a long time, the successor still can not be the actual responsible person as the elder generation is not willing to release the power. It's a issue to be tackled by the cooperation of the both generations.