| Summary: | 碩士 === 國立成功大學 === 高階管理碩士在職專班(EMBA) === 107 === Research how small to medium-sized family firms in Taiwan made their succession, and what kinds of difficult and hard the successor would face during secession is the purpose of this paper. According to statistics of government data showed that most of the firm- proprietors pass their company to their children. However, the owners always did not have a clear plan for how to select and educate their successors. A qualitative research method with in-depth interviews was employed. By means of literature review, interview and logical analysis, analyzes the Succession of small and medium-sized. Structure adjustment in succession process of family firms, analyses of three manufacturing firms. Often the proprietors did not provide adequate training for the successors, there were mixed challenge after succession, their successors had to face and solve. And research shows that the successors have to bring about new methods or innovations to the firm regarding the market, product, or technology. There are large conflicts, between existing teams and the organizations, difficult to change the current situation, and the existing team often has retirement problems, the successors have to build a new teams to faster implementation of new business objectives. Build a new team is an important turning point.
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