loading温州大学商学院本科毕业论文
succession as the main challenge facing these firms. According to Ward (1987) fewer than 30% of successful family businesses make it to the third generation and fewer than 15% make it through that generation. In 1996, the European Observatory for small- and medium-sized enterprises (SMEs) estimated that more than 5 million enterprises in the European Union, representing about 30% of all European enterprises, would shortly be facing the transfer of leadership. Moreover, the observatory estimated that about 30% of those enterprises, i.e. 1.5 million, would disappear because of lack of preparation regarding this transfer. According to the Best Project expert group report published in July 2002, roughly one-third of all European Union companies will change hands over the next 10 years (from 25% to 40% depending on the Member State). This report suggests that an average of 610,000 SMEs will change hands each year potentially affecting 2.4 million jobs.
Succession is, therefore, one of the most researched topics in the family firm field. Nevertheless, most studies have focused on the figure of the predecessor–founder as the principal architect of the company and its culture, and
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温州大学商学院本科毕业论文
often as the main obstacle to the evolution of the succession process. Our point of departure here, however, is the consideration that the development of the future leaders is an essential strategic aspect in the survival of family firms that are by their very nature directly affected.
The
general
literature
on
leadership
development may not be suitable or complete enough in the case of family firms. On the other hand, the literature on the subject indicates that the factors to be considered regarding this topic are numerous and inter-related. Our aim, therefore, is to study the factors influencing the successful transfer of the leadership of the company to the next generation of the owner family by comparing more and less successful cases. To do this, after introducing the subject of succession, we base our research propositions on the relevant literature on successors T development both in general terms and focusing on family firms. Then, we deal with seven cases of succession in family firms in the automobile distribution sector on the island of Gran Canaria, Spain (see Appendix A for some data about the Canary Islands). These seven succession processes have been described as
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温州大学商学院本科毕业论文
completely successful, partially successful or failures, according both to objective (the evolution of the business) and to subjective (the effects on family relationships and the satisfaction of the parties involved) criteria. The comparative cross-analysis of the seven cases leads us to certain conclusions and implications that are discussed later.
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温州大学商学院本科毕业论文
原文题目：《家族企业接班人的发展》 作者：Sardeshmukh, Shruti R. 原文出处International,10-11
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2008,Dissertation Abstracts
家族企业为什么选择家族成员接班
家族企业创始人认为，传承的最主要作用，是要把家族企业世世代代传递下去，而不是看企业资产的投资收益率、资本回报率有多少。詹姆斯(2006)指出：“人类有一种类似生物性能的的欲望，就是要把资产传给与他们有着DNA螺旋关系的其他人。”除了这个先天性的原因之外，Lambrecht(2005)通过研究，还找到了家族企业选择家庭成员来接班的其他几项原因。通过研究发现，企业创始人之所以在家庭成员中选择企业接班人，是因为他们认为，这种传承方式可以保证企业实现其原有的价值、保存企业的姓氏，并长期的保持家庭的结构优势。在家族企业是否更有潜力的这一争论上，Lambrecht(2005)和Burkart(2003)的研究观点基本一致。史密斯和Amoako-Adu(1999)也总结出了几个方面，来论证家族企业选择家庭内部成员，作为企业接班人的原因。他们认为，由于存在着一定的社会关系的原因，家庭成员可以因为家族企业的成功，而获得更多的企业股份来享有利益。除此之外，对于家族接班人来说，家庭成员的教育和家庭浓厚的商业环境，
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