我国家族企业代际传承“子承父业”模式路径优化研究
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摘要
家族企业作为世界范围内一种普遍存在的企业组织形式,在现今的经济发展中发挥着不可替代的作用。时至今日,经过了三十几年发展的中国家族企业,正处在代际传承的“高峰期”,要想迈过“富不过三代”这道坎远比想象中艰难。从国内家族企业传承的实践来看,“子承父业”呈现为一种主流模式,基于这种模式选择背景下,研究该模式的传承路径如何选择与优化,从而实现权力平稳地过渡,引导家族企业持续健康发展,这对我国经济发展具有非常重要的实践指导意义。
本文在企业生命周期理论、管理学和社会学理论框架下,运用理论和实践相结合的方法,对现有国内外文献对家族企业代际传承相关问题的研究成果进行了述评,并且详细分析并总结了中西方家族企业代际传承“子承父业”继任模式路径的特点。在此基础上,从父子两代人、所有权和经营权传承、企业传承风险管理、成功传承的企业特征及相关利益者等方面,对家族企业“子承父业”传承路径所涉及到的重点问题进行了多角度的分析,进一步提出了我国家族企业代际传承“子承父业”模式路径优化模型,并根据模型对我国家族企业“子承父业”路径提出了合理化建议：在整个“子承父业”模式传承过程中路径优化需继任类型以辅助型为主、创始人进行心理调试,提早制定继任计划、解决管理权争斗问题、传承过程中对接班候选人进行持续性的评估、传承过程中对接班风险进行持续性的控制、处理相关利益者矛盾以及最后总结传承经验。
最后,依据一定的标准,本文选取了两个经典的具有代表性的上海林嘉集团和浙江方太集团的成功实现“子承父业”传承的案例,通过对它们在传承路径上所面临共性的问题以及解决问题的思路进行了分析,进而验证了本文的结论。
As one of worldwide universal existence form of business organization, the family business plays an irreplaceable role in social and economic development today. The Chinese family business is in a high cycle where the international transition is concerned after rapid development through more than thirty years, it is difficult to solve the question of "the rich but three generations" than imagined. Look from practice, of various succession modes of Chinese family business, the "father-to-son" succession is the common one. Based on this, it is important to the local economy development of China to analyze the choice and process of "father-to-son" which will guide the healthy development of the family business.
This paper uses the research method of linking up theory with practice to summarizes the documents of family business international transition from home and abroad and analyzes the characters of the route of eastern and western family business "father-to-son" succession in the framework of firm life cycle, management and sociology. Then, from the angles of two generations, company ownership and right of administration, enterprise risk management, stakeholders etc, this paper carries on concrete analysis to the more important issues concerning "father-to-son" succession by multiple perspectives. Further more, a mode of route optimization of "father-to-son" succession as a mode of the Chinese family business intergenerational transition mode is proposed. At the same time, some advices are given about the route of Chinese family business "father-to-son" succession:in the whole process of mode "father-to-son" succession needs:assistant succession type as main one, positive mental rehearsing, formulating succession plan early and solving rights conflict, evaluating and training candidates throughout inheritance process, keep evaluating and controlling handover risk, handling contradiction among stakeholders throughout the whole process of inheritance and summarizing inheritance experience.
Finally, the conclusion has been verified through analyzing the common issues and the ways of solving problems of two typical "father-to-son" succession cases of Shanghai LinJia group and zhejiang ACP group which has been selected out by certain standards.
本文在企业生命周期理论、管理学和社会学理论框架下,运用理论和实践相结合的方法,对现有国内外文献对家族企业代际传承相关问题的研究成果进行了述评,并且详细分析并总结了中西方家族企业代际传承“子承父业”继任模式路径的特点。在此基础上,从父子两代人、所有权和经营权传承、企业传承风险管理、成功传承的企业特征及相关利益者等方面,对家族企业“子承父业”传承路径所涉及到的重点问题进行了多角度的分析,进一步提出了我国家族企业代际传承“子承父业”模式路径优化模型,并根据模型对我国家族企业“子承父业”路径提出了合理化建议：在整个“子承父业”模式传承过程中路径优化需继任类型以辅助型为主、创始人进行心理调试,提早制定继任计划、解决管理权争斗问题、传承过程中对接班候选人进行持续性的评估、传承过程中对接班风险进行持续性的控制、处理相关利益者矛盾以及最后总结传承经验。
最后,依据一定的标准,本文选取了两个经典的具有代表性的上海林嘉集团和浙江方太集团的成功实现“子承父业”传承的案例,通过对它们在传承路径上所面临共性的问题以及解决问题的思路进行了分析,进而验证了本文的结论。
As one of worldwide universal existence form of business organization, the family business plays an irreplaceable role in social and economic development today. The Chinese family business is in a high cycle where the international transition is concerned after rapid development through more than thirty years, it is difficult to solve the question of "the rich but three generations" than imagined. Look from practice, of various succession modes of Chinese family business, the "father-to-son" succession is the common one. Based on this, it is important to the local economy development of China to analyze the choice and process of "father-to-son" which will guide the healthy development of the family business.
This paper uses the research method of linking up theory with practice to summarizes the documents of family business international transition from home and abroad and analyzes the characters of the route of eastern and western family business "father-to-son" succession in the framework of firm life cycle, management and sociology. Then, from the angles of two generations, company ownership and right of administration, enterprise risk management, stakeholders etc, this paper carries on concrete analysis to the more important issues concerning "father-to-son" succession by multiple perspectives. Further more, a mode of route optimization of "father-to-son" succession as a mode of the Chinese family business intergenerational transition mode is proposed. At the same time, some advices are given about the route of Chinese family business "father-to-son" succession:in the whole process of mode "father-to-son" succession needs:assistant succession type as main one, positive mental rehearsing, formulating succession plan early and solving rights conflict, evaluating and training candidates throughout inheritance process, keep evaluating and controlling handover risk, handling contradiction among stakeholders throughout the whole process of inheritance and summarizing inheritance experience.
Finally, the conclusion has been verified through analyzing the common issues and the ways of solving problems of two typical "father-to-son" succession cases of Shanghai LinJia group and zhejiang ACP group which has been selected out by certain standards.
引文
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[15]储小平.社会信用与家族企业向经理式企业的演变[J].中国软科学,2001,12.
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[17]Mc Conaughy Danie, Michael C Walker. Founding Family Controlled Firms: Effieiency and Value[J]. Review of Finaneial Eeonomies,1988,7(1):1-19.
[18]李强.家族企业传承模式[J].企业管理,2006(2)：88-90.
[19]余向前.家族企业子女接班意愿的影响因素分析：基于温州地区的调查[J].软科学,2008,22(8)：55-59.
[20]陈凌.代际传承：家族企业继任管理和创新[J].管理世界2003,(6)：75.
[21]戴志强.关于家族企业继任及其风险问题研究综述[J].湖南行政学院学报,2009(4)
[22]许忠伟,于秀慧.家族企业的传承冲突与解析[J].湖北经济学院报,2006,2.
[23]杨在军.中国家族企业继任子承父业模式困惑及其理论解读[M].当代经济科学,2009,31(5)：104-109.
[24]工连娟.家族企业接班与接班人选择[J].华东经济管理,2008(5)
[25]王思齐.我国家族企业控制权转移研究[M].西南科技大学,2009.
[26]李自琼.欧美家族企业传承特点与经验探析[J].江苏技术师范学院学报,2010(2).
[27]林渊博.中小家族企业融资行为分析与博弈选择研究[M].天津大学,2009.
[28]欧晓明,苏启林,郑海天.美国家族企业演进过程与管理特征研究[J].外国经济与管理,2006(6)
[29]蔡月详.家族企业经营权转移问题的探讨[J].集团经济研究,2006(4)
[30]西方家族企业如何传代常青?——专访国际家族企业研究会(IFERA)委员SanjayGoel教授[J].中外管理,2009(2)
[31]Royer, S., Simons, R., Boyd, B., et al. Promoting family:a contingency model of family business succession[J]. Family Business Review,2008, ⅩⅩⅠ(1):15-30.
[32]刘展铭,许晓明.刍议我国家族企业内部继承模式优化[J].商业时代,2008(29)：36-38.
[33]郭媛媛.家族企业控制权选择[J].企业管理,2010(1)
[34]Monis, M. H., Williams, R. W., Nell, D. Factory Influeneing Family Buessines Sueeession[J]. International Journal of EntrePreneurial Behavior and Research, 1996,2(3):68-81.
[35]Sharma, P., Chrisman, J. J., & Chua, J. H. Predictors of satisfaction with the succession process in family firms [J]. Journal of Business Venturing,2003,18(5):667-687.
[36]马媛.家族企业代际传承中存在的问题及对策[J].物流与采购研究,2009(15)：83.
[37]章凯,刘永虹,熊军.家族企业可持续成长的内部传承模式研究[J].中国人民大学学报,2009(4)：97—104.
[38]戴志强.现代“子承父业”继任模式的风险控制模型研究[J].中国石油大学学报：社会科学版,2010(1)
[39]James W. lea. Keeping It In The Family:Successful Succession of The Family Business. USA:jhon wiley and sons, inc,1991.
[40]侯保珍.柔性战略在家族企业中的应用研究[M].西安石油大学,2009.
[41]吴士健.家族企业权力传承的时机选择[J].理论视野,2010(5)
[42]窦军生.家族企业代际传承中企业家默会知识和关系网络的传承机理研究[J].浙江大学管理学报,2008.
[43]孟华兴,陈松.信任与家族企业传承模式[J].经济论坛,2007(19)：62—63.
[44]王春和,黄清,杨在军.我国家族企业代际传承研究[J].企业活力,2006(4)：94-95.
[45]戴志强.子承父业“家文化”[J].中国中小企业,2009(7)
[46]陈艳.家族企业代际传承的主要影响因素研究[M].扬州大学,2010.
[47]贺小刚,江婷.我国家族企业的继任满意度—一个社会调查的结果[J].生产力研究,2009,(1)：142.
[48]李云波.林嘉集团的权杖交接[M].西南交通大学,2004.
[49]王连娟.中国皇位传承对家族接班人选择的启示[J].2008(9)
[2]王颖.家族化还是职业化?[J].宁波经济：财经视点,2006,7：59-60.
[3]Mark A.A.M.Leenders, Eric Waarts Competiveness of Family Bussiness Distinguishing Family Oriientation and Business Oritention.http:// www.erim.eur.nl.
[4]Haisha,王琰.家族企业如何挑选接班人[J].财会月刊,2002,6.
[5]刘伟东,陈凤杰.家族企业一日本中小企业存在的主要形态[J].中国中小企业,2000,12.
[6]储小平.家族企业研究：一个具有现代意义的话题[J].中国社会科学,2005,6.
[7]小艾尔弗雷德·D.钱德勒.看得见的手一美国企业的管理革命[M].北京：商务印书馆,1987.
[8]叶银华.家族控股集团、核心企业与报酬互动之研究---台湾与香港证券市场之比较[J].管理评论,1999,2.
[9]潘必胜.乡镇企业中的家族经营问题[J].中国农村观察,1998,1.
[10]窦军生,邬爱其.家族企业传承过程演进：国外经典模型评介与创新[J].外国经济与管理,2005,9.
[11]Churlll, NC., hatten, KJ. Non-market-based transfer of wealth and power: a research framework for family business[J]. American journal of small business, 1987,11:51-64.
[12]Stavrou, E. T. A. Four factors model:a guide to planning next generation involmnet in the family. Family business review,1998,11:135-141.
[13]Matthews, C.H., Moore, TW., Fialko, A.S.Suceession in the family firm: Cogitative Categorization Perspective. Family Business Review,1999, 12(2):241-270.
[14]王彬等.论家族公司[J].证券市场导刊,2001,8.
[15]储小平.社会信用与家族企业向经理式企业的演变[J].中国软科学,2001,12.
[16]马立波.美国家族企业治理结构的演变及借鉴[J].美中经济评论,2003, 3(10):9-13.
[17]Mc Conaughy Danie, Michael C Walker. Founding Family Controlled Firms: Effieiency and Value[J]. Review of Finaneial Eeonomies,1988,7(1):1-19.
[18]李强.家族企业传承模式[J].企业管理,2006(2)：88-90.
[19]余向前.家族企业子女接班意愿的影响因素分析：基于温州地区的调查[J].软科学,2008,22(8)：55-59.
[20]陈凌.代际传承：家族企业继任管理和创新[J].管理世界2003,(6)：75.
[21]戴志强.关于家族企业继任及其风险问题研究综述[J].湖南行政学院学报,2009(4)
[22]许忠伟,于秀慧.家族企业的传承冲突与解析[J].湖北经济学院报,2006,2.
[23]杨在军.中国家族企业继任子承父业模式困惑及其理论解读[M].当代经济科学,2009,31(5)：104-109.
[24]工连娟.家族企业接班与接班人选择[J].华东经济管理,2008(5)
[25]王思齐.我国家族企业控制权转移研究[M].西南科技大学,2009.
[26]李自琼.欧美家族企业传承特点与经验探析[J].江苏技术师范学院学报,2010(2).
[27]林渊博.中小家族企业融资行为分析与博弈选择研究[M].天津大学,2009.
[28]欧晓明,苏启林,郑海天.美国家族企业演进过程与管理特征研究[J].外国经济与管理,2006(6)
[29]蔡月详.家族企业经营权转移问题的探讨[J].集团经济研究,2006(4)
[30]西方家族企业如何传代常青?——专访国际家族企业研究会(IFERA)委员SanjayGoel教授[J].中外管理,2009(2)
[31]Royer, S., Simons, R., Boyd, B., et al. Promoting family:a contingency model of family business succession[J]. Family Business Review,2008, ⅩⅩⅠ(1):15-30.
[32]刘展铭,许晓明.刍议我国家族企业内部继承模式优化[J].商业时代,2008(29)：36-38.
[33]郭媛媛.家族企业控制权选择[J].企业管理,2010(1)
[34]Monis, M. H., Williams, R. W., Nell, D. Factory Influeneing Family Buessines Sueeession[J]. International Journal of EntrePreneurial Behavior and Research, 1996,2(3):68-81.
[35]Sharma, P., Chrisman, J. J., & Chua, J. H. Predictors of satisfaction with the succession process in family firms [J]. Journal of Business Venturing,2003,18(5):667-687.
[36]马媛.家族企业代际传承中存在的问题及对策[J].物流与采购研究,2009(15)：83.
[37]章凯,刘永虹,熊军.家族企业可持续成长的内部传承模式研究[J].中国人民大学学报,2009(4)：97—104.
[38]戴志强.现代“子承父业”继任模式的风险控制模型研究[J].中国石油大学学报：社会科学版,2010(1)
[39]James W. lea. Keeping It In The Family:Successful Succession of The Family Business. USA:jhon wiley and sons, inc,1991.
[40]侯保珍.柔性战略在家族企业中的应用研究[M].西安石油大学,2009.
[41]吴士健.家族企业权力传承的时机选择[J].理论视野,2010(5)
[42]窦军生.家族企业代际传承中企业家默会知识和关系网络的传承机理研究[J].浙江大学管理学报,2008.
[43]孟华兴,陈松.信任与家族企业传承模式[J].经济论坛,2007(19)：62—63.
[44]王春和,黄清,杨在军.我国家族企业代际传承研究[J].企业活力,2006(4)：94-95.
[45]戴志强.子承父业“家文化”[J].中国中小企业,2009(7)
[46]陈艳.家族企业代际传承的主要影响因素研究[M].扬州大学,2010.
[47]贺小刚,江婷.我国家族企业的继任满意度—一个社会调查的结果[J].生产力研究,2009,(1)：142.
[48]李云波.林嘉集团的权杖交接[M].西南交通大学,2004.
[49]王连娟.中国皇位传承对家族接班人选择的启示[J].2008(9)