中国家族企业传承过程、原因及影响因素研究-毕业论文

中文摘要

中文摘要

家族企业是世界范围内普遍存在的企业组织形态，在经济社会发展中具有举足轻重的地位。在中国，家族企业在促进就业和搞活经济方面也发挥着重要作用，截至2010年现有民营企业超过810万户，投资者将近两千万人，其中 98%是家族企业。改革开放以来，中国家族企业的发展取得了有目共睹的成就，并且受到越来越多学者的关注。然而对国民经济具有推动作用的家族企业，平均却只有20多年的寿命。美国咨询公司麦肯锡2000年通过对家族企业调查指出：全球范围内企业的平均寿命只有24年，其中只有大约30%的家族企业能传到第二代；可以传到第三代的家族企业数量还不足总量的13%；只有5%的家族能够持续的为股东创造价值。在中国也有“富不过三代”、“二世而亡”的问题。进入21世纪之后，由于生命年龄有限以及身体健康的原因，中国第一代创业者陆续退出企业的经营管理，开始考虑家族企业的传承和接班人问题，中国的家族企业迎来了传承和接班的时代，能否顺利传承以及把企业交给合适的继承人，是关系家族企业生死存亡的重大战略问题，也关系着中国民营经济的发展，因此，关注家族企业的传承和接班问题就具有一定的理论和现实意义。

西方学术界对家族企业的研究起步较早，已经形成了比较成熟的理论体系。中国的学术界对家族企业的研究起步较晚，1994年才开始有人关注家族企业问题，进入2000年以后才有人关注家族企业的传承问题，中国的家族企业的研究还处在探索性研究阶段。国内外许多学者对家族企业的领导传承问题给予了极大的关注，纷纷提出领导传承机制模型。但是有关传承机制的过程、影响因素、传承依据和标准没有达成统一共识。本研究从何为家族企业以及家族企业相关研究入手，结合国内外有关家族企业及其传承的理论观点，通过分析中国家族企业的发展及传承现状，指出了目前中国家族企业在传承中所面临的问题及影响因素。并且通过对美国、日本家族企业在传承问题上的不同状况进行比较，分析各国选择不同传承方式的原因，并借鉴他们先进的实践经验，以对中国家族企业传承有所帮助，最后提出中国情境下的家族企业传承过程、内容以及影响因素的模式。具体章节如下：

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中文摘要

第一章 简单介绍了中国家族企业传承研究的背景、意义，以及本文的研究方法和研究框架。

第二章 对家族企业代际传承的相关理论作了回顾和评述。

第三章 介绍中国家族企业的发展历程、特点、内容及优劣势。指出家族企业代际传承的内容、对象、时机和方式，并对中国的“家”文化的特征以及对家族企业传承的影响进行了一定的分析。

第四章 我国家族企业传承问题进行研究，并且通过对美国、日本各国家族企业在传承问题上的不同状况进行比较，得出一些借鉴的启示。

第五章 在前几章分析基础上提出中国家族企业传承模型并进行了分析。 第六章 本文的结论和研究展望。

本文所做的研究表明：在中国由于受中国传统“家族文化”的影响，“子承父业”仍然是首选的传承模式，子承父业仍然是中国家族企业代代相传的比较常见的一种传承方式。尤其是在在中国这样一个“家”文化传统浓厚的国度里，子承父业更有其深厚的文化基础和现实依据。一味的否定“子承父业”或一味的强调引入职业经理人对企业都毫无裨益，要把二者结合起来；在家族内部没有合适人选的情况下引进职业经理人时，要通过“泛家族化”和“股权激励”对职业经理人进行激励和控制。

关键词：家族企业 传承 家族文化 模式

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Abstract

Abstract

Family businesses are worldwide enterprise organization form, which play a pivotal position in economic, social development and also in the Chinese family enterprises on promoting employment and enlivening the economy. By 2010, there have been more than 8.1 million private enterprises and nearly 20 million investors, among which 98% are family businesses. Since the reform and opening up, Chinese family business development has achieved obvious achievements, which has drawn more scholars' attention. However, the average life span of family enterprise, which has pushed forward the national economy greatly, is only 20 years. The American consulting firm McKinsey did a survey about the family business in 2000 and said that the average life span of the global enterprise is only 24 years, and only about 30% of family enterprises can be handed down to the second generation. Those that can be handed down to the third generation are less than13%, and only 5% of the family enterprises are able to create value for shareholders continually. In China, there is a saying going like this: Great men’s sons seldom do well. After entering the 21st century, due to the limited life span and the healthy problem, China's first generation of entrepreneurs successively exit the enterprise's management and begin to consider the family enterprise's inheritance and successor problem. Till now, Chinese family businesses have ushered in the inheritance and generation era. Whether the enterprises can be successfully handed down to the proper successor is a strategic problem that concerned the family enterprises’ life-and-death survival and the Chinese private economic development. As a result, family enterprise's inheritance and generation problem cause widespread academia and social concern.

Western academic circle on the family enterprise research started relatively early, and has formed a more mature theoretical system. While the Chinese academic circle on the family enterprise research started evening. Nobody studied this field until 1994, and only in 2000 had someone paid attention to the inheritance problem. So, Chinese family enterprise’s research is still in its exploratory research stage. Many domestic and foreign scholars have paid enormous attention to the inheriting problem and have proposed the model of leadership succession. However, the process of inheritance mechanism, influencing factors, inheriting the basis and standard haven’t reached unified consensus.

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Abstract

With this paper combined with domestic and foreign family enterprises and their succession theory, the author points out the succession problems and the influencing factors that the current family enterprises in our country faced. Also, the paper compared the different family enterprises in the United States and Japan, analyzes the reasons to choose different modes of succession and learns from their advanced practical experiences, trying to help the family enterprises in China. Finally，This article concludes with a smooth transmission four stage model on a comprehensive diagram of the family business，the whole dissertation is arranged as follows：

Chapterone:The paper simply introduces the background and significance of intergenerational transition of family firms in China and the method, the structure frame of this paper.

Chapter two: Reviewing and commenting the relevant theories of the succession in the family firms.

Chapter three: Introducing the development of family firms ，the features of family firms： point out the content、object、reason、model of family succession.

Chapter four: Researching the issues of succession, finding the problems. Compared the different family enterprises in the United States, Japan, analyzes the reasons to choose different modes of succession and learns from their advanced practical experiences

Chapter five: Giving the Chinese succession model of family business. Chapter six: Conclusion and prospect.

The research conclude: Transferring the leadership from fathers to sons is first choice in Family Business in China；Professional manager is not a sole choice who can do well in the management of the firms；We should combine two models. When we recommend the Professional manager，we can control and stimulate them by stock and feminization.

Key Words：Family Business succession Family culture model

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