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创业之初,家族企业能显出“打虎亲兄弟,上阵父子兵”的巨大合力。但随着企业壮大,内部矛盾凸显,解决不好就是一颗重型定时炸弹。“大王”级家族企业的悲剧应当引起“草根英雄”们的警觉与反思。悲剧一“:珠宝大王”父子反目2010年10月,香港“珠宝大王”谢瑞麟就该公司部分股份的所有权,向其子谢达峰及其两家关联公司发出传讯令状。谢瑞麟,在香港贫困的木屋区长大,13岁开始到金铺学徒,10年练就了一手出类拔萃的“锻金术”。1960年,23岁的谢瑞麟筹金3000元自立门户,正式展开了他的“黄金之旅”。1967年香港许多金铺工场停业,谢瑞麟则乘机扩张。1971
At the beginning of the venture, the family-owned company was able to show the huge synergy of “playing with tiger brothers and playing with father and son.” However, as the company grows, internal conflicts become prominent. A bad solution is a heavy time bomb. The tragedy of the “king” class family business should cause the “grassroots heroes” to be alert and reflective. Tragedy I: “Jewelry King” “Father and Son Rebellion” In October 2010, Hong Kong “Jewellery” Tse Ruilin issued a writ of summons to his son Xie Dafeng and his two affiliates. Tse Sui-lin, who grew up in a poverty-stricken log cabin area in Hong Kong, began apprenticeship at the age of 13 to the goldsmith apprenticeship. After 10 years of training, he became a top-notch “forging goldsmith.” In 1960, 23-year-old Tse Ruilin raised $3,000 to open his own portal and officially launched his “golden tour.” In 1967, many goldsmiths’ workshops in Hong Kong ceased operation, and Tse Sui-lin expanded. 1971