论文部分内容阅读
作为我国家族企业代际传承首选形式的子女接班,由于我国家族企业深受“家文化”的影响,目前存在职业经理人队伍和市场不成熟,规模小、技术含量低的现状,家族企业尚未发展到两权分离的程度,故采用“子承父业”的接班模式具有一定的合理性。但是,我国家族企业子女接班未形成制度化,存在子女接班人选择的主观性和随意性、缺乏权力传承协调和移交机制等危害,最终导致信任危机和影响家族企业可持续发展等一系列的后果。因此,家族企业子女接班从子女接班人的甄选、培养、评估和考核、奖惩到最后获得继承权,需要运用人力资源管理的视角来分析,以此强化子女接班制度化管理思维。
As the preferred form of generational inheritance among Chinese family businesses, the family business is affected by “family culture ”. There are currently occupational managers and immature market, small scale and low technical content. Family business Has not yet developed to the extent of the separation of the two rights, so the use of “subordinate father” in the succession mode has a certain rationality. However, the inheritance of the children of the family-run enterprises in our country is not institutionalized, the subjectivity and arbitrariness of the successors selection of the children, the lack of coordination of the power transmission and the transfer mechanism, which ultimately lead to the crisis of trust and the sustainable development of the family-owned enterprises. . Therefore, the inheritance rights of successors should be analyzed from the selection, training, evaluation and assessment of the successors of their children and rewards and punishments to the successorship of the children of the family business. Therefore, it is necessary to analyze with the perspective of human resource management in order to strengthen the institutional management thinking of the succession of children.