| 摘要: | 中小企業是台灣的經濟命脈，面對來自組織內外的嚴酷挑戰，中小企業的接班人可為公司帶來許多創新的機會，但同時也對既有班底組織能力造成衝擊。在此，若企業主有合適的接班人，能早先一步看見未來趨勢，順應局勢，提早規劃，促使產業轉型，進行多元發展，企業的接班人就能帶領組織跨過世代挑戰。
然而台灣中小企業主如何遴選接班人並培育之，目前，並沒有實務研究供企業參考，因此，本研究透過文獻分析、德菲法(Delphi method)、決策實驗室分析法(DEMATEL)和層級分析法(AHP)的量化決策科學方法，建構中小企業遴選接班人的決策模型，並結合個案訪談，歸納出中小企業遴選接班人的關鍵影響因素，透過完整接班的選才、育才、留才，希望提供中小企業培育接班人的依據。
本研究歸納出中小企業遴選接班人之關鍵影響因素有三大構面，分別為能力構面、價值觀構面和人格特質構面。在「能力」構面下可以分成六項準則，分別為邏輯思考能力、策略規劃能力、市場洞察力、危機處理能力、組織發展能力、經商專業知識；在「價值觀」構面下，可以分成四項準則，分別為組織認同度、道德觀、與企業核心價值觀一致、傳承企業文化的使命感；「人格特質」構面下，可以分成三項準則，分別為積極度、學習與成長意願、領袖特質。
中小企業可依上述準則遴選接班人，並針對各構面或各準則中，接班人最需要改善的部分，加以進行有系統的分析和培訓，以期接班人選能有更傑出的表現，未來能為企業帶來更佳的前景與發展。
Small and medium-sized enterprises (SMEs) were responsible for Taiwan’s economic miracle. When SMEs faced the daunting challenge of competing in the global economic environment, successors of SMEs exhibited creativity and innovativeness. In Taiwan, most SMEs are family businesses, and half of them have been operating for over 10 years. The issue of succession created a crisis in the SMEs, and many struggled to survive. The reasons why owners of SMEs were unwilling to hand over their firms to their successors and how the owners cultivated successors are unclear. This study explored the critical factors that influenced the selection and cultivation of successors in SMEs. The focus of this study was owners who had succession plans and second-generation owners who completed succession. The purpose of this study was to identify the critical factors that influence the selection and cultivation of successors in SMEs to help SMEs adopt selection and cultivation strategies that can help them achieve sustainable business development. We used the Delphi technique to select dimensions and criteria. We used Decision-Making Trial and Evaluation Laboratory (DEMATEL) and Analytic Hierarchy Process (AHP) to analyze dimensions and criteria. We identified dimensions, criteria, the degree of mutual influence, and the weighted value of the critical factors that influence the selection and cultivation of successors in SMEs. These data can enable owners to make decisions about selection and cultivation strategies in succession to enhance the managerial abilities, skills, and performance of successors.
Relevant studies have determined that 53% of SMEs in Taiwan are sole proprietorships, 51% of SMEs in Taiwan have been in operation for more than 10 years, 53% of owners of SMEs in Taiwan are over 50 years of age, and only 40% of SMEs in Taiwan have succession plans. Many family businesses operated by successors have reported heavy losses in Taiwan. Owners of SMEs are the key players in the initiation of succession. When owners create favorable environments for successors and provide social resources to successors who can make good use of their knowledge and skills, the companies can achieve the goal of sustainable development.
This study used the Delphi technique. This entailed a literature review of studies concerning SMEs, owners, successors, succession and cultivation plans. From the literature review, we obtained the initial dimensions and criteria. Then, we selected a group of experts in this topic who anonymously completed open-ended questionnaires that were designed using the initial dimensions and criteria. According to the results of the first set of questionnaires, we identified thresholds agreed upon by the anonymous experts. The most important dimensions and criteria were those for which the anonymous experts reached a consensus. After we used the Delphi technique to select dimensions and criteria, we used DEMATEL and AHP to analyze dimensions and criteria. By using DEMATEL, we analyzed the effect and relevance of dimensions and criteria. By using AHP, we obtained the weighted value of dimensions and criteria. Finally, we interviewed an owner of an SME in Taiwan to confirm the results of this study.
This study was limited by the scope of the research, research samples, data sources, and research methods; however, the study still has various contributions. First, this study identified the critical factors that influence the selection and cultivation of successors in SMEs and constructed hierarchical evaluation models (DEMATEL and AHP). Second, this study can provide a reference of systematic analysis techniques that owners of SMEs can use to train successors. |
