Constructing a Competence-based Managerial Talent Model of The Second Generation Successors of Small & Medium-Sized Family Business - Prepared Frozen Foods Industry in Taiwan

• Main Authors: Chen, Hui-Ling, 陳慧玲
• Other Authors: Ju, Pei-Hung
• Format: Others
• Language: zh-TW
• Published: 2019
• Online Access: http://ndltd.ncl.edu.tw/handle/2rs72z

碩士 === 國立高雄科技大學 === 企業管理系 === 107 === Facilitating by the advance of science and technology on prepared frozen foods, efficient supply chains, and fast-growing sales channels both in the domestic and foreign markets, it is optimistic about the further growth of prepared frozen foods industry. In order to transform the industry into a high value-added one, firms of prepared frozen foods need not only adequate management and control systems, but also leaderships with excellent abilities of business administration. Based on the AHP approach, this research aims at constructing a competence-based managerial talent model of the second generation successor of SME companies for this industry. Twenty high ranking executives and experts of the industry are invited to participate in this study to elicit and collect their professional opinions. Through a literature review, followed by interviews with experts and researchers who have practical experiences in the industry, this study proposes a model with five dimensions and eighteen criteria for constructing the AHP model. The empirical results show that “conceptual skills” is the most important among five dimensions, followed by “professional skills”, “interpersonal skills”, “trust mechanism”, and “personality traits”. As to the eighteen assessment criteria, the top 5 most critical criteria are “customers trust”, followed by “communication and coordination”, “team build-up”, “familiarity with frozen food industry”, and ”organizational commitment”. Finally, we have some advices to those who are or will be the second generation successor of firms in the prepared frozen foods industry: (1) to integrate management talents and human resources management; (2) to have a cultivating plan for second-generation succession; (3) to use the research results as the initial model for cultivating successors, and have adequate adjustments as the external environment changes; (4) to increase internship opportunities from the industry; (5) to encourage participation of on job training and training courses outside of the industry.