【作者】 李伟；

【导师】 于惊涛；

【作者基本信息】 大连理工大学 ， 工商管理（专业学位）， 2025， 硕士

【摘要】 家族企业在中国从20世纪80年代开始,经历三四十年的发展,企业的创一代逐渐步入老年,二代接班问题也逐渐浮出水面。传承过程的各种冲突不断,对于企业的发展产生严重的影响,进而影响到我国经济的发展。HT公司是一家典型的家族式企业,成立于1979年,公司一直是由创一代进行管理,2008年遭受全球经济危机的波及,HT公司为求生存及稳固发展,于2009年完成了第一次企业管理权传承。随着前两代掌舵者的年龄增长以及时代的发展,HT公司站在了第二次企业管理权传承的路口。本文通过HT传承过程中的问题,运用所学知识,对于HT公司目前遇到的问题进行分析,提出对应解决方案,使得HT在不断变化的市场环境中保持竞争力和持续发展。本文以HT公司目前传承现状为基础,选取HT公司传承过程中的典型问题:首先,现任掌舵者对于下一接班人的能力方面的质疑,使其虽然有意传承,但并未切实执行传承。其次,由于现任掌舵者是与创一代一起打拼而成立的公司,而接班人接受了良好的教育,对于公司的管理理念及战略是从科学管理的角度出发,导致现任掌舵者与接班人在很多理念上产生冲突。再次,现任掌舵者为了公司管理层面有新的突破,外聘职业经理人与接班人的权力未有详细的划分,导致职业经理人与接班人之前时时会有权利方面的冲突。最后,HT公司典型的家族企业,对于接班人的设定,家族成员有抵触,从而在企业运营过程产生各种阻挠。通过运用冲突理论,案例分析,横向对比以及向HT公司内部管理者深度的访谈交流,四阶段角色调整模型以及F-PEC模型,对HT传承过程中的问题分析原因,总结出成因包括:一代企业家对权力的过度依赖,两代人不同的认知和经历,企业组织架构设定不合理,接班人威望不足,以及家族成员之间的利益均衡缺失等。进而运用所学知识和工具,提出HT公司传承问题的解决对策:在传承方面,构建系统化的传承战略;在机制方面,建立有效的决策机制;企业架构方面,在现有的组织架构基础上,优化组织架构;在能力和威望方面,提升接班人的企业威望和社会影响力;而在家族内部,运用家族利益分享模式减少家族内部矛盾。本文通过对HT家族企业传承的典型问题的研究,不仅为HT公司的传承提供了实践指导,也为相关理论研究提供了新的视角和实证支持,强调了家族企业传承过程中内部治理与外部环境相结合的重要性。更多还原

【Abstract】 S Since the 1980s,family businesses in China have undergone three or four decades of development.The first generation of entrepreneurs has gradually entered old age,and the issue of the second generation taking over has gradually emerged.Various conflicts during the inheritance process have seriously affected the development of enterprises and,in turn,the development of China’s economy.HT Company is a typical family business,founded in 1979.The company has always been managed by the first generation of entrepreneurs.In 2008,it was affected by the global economic crisis.To survive and develop steadily,HT Company completed its first management inheritance in 2009.With the aging of the first two generations of leaders and the development of the times,HT Company is now at the crossroads of its second management inheritance.This paper analyzes the problems encountered by HT Company during the inheritance process,using the knowledge learned,and proposes corresponding solutions to enable HT to maintain its competitiveness and sustainable development in the constantly changing market environment.Based on the current inheritance status of HT Company,this paper selects typical problems in the inheritance process of HT Company:First,the current leader questions the ability of the next successor,which makes him/her although willing to inherit,but has not actually implemented the inheritance.Second,the current leader established the company together with the first generation of entrepreneurs,while the successor has received a good education and manages the company from a scientific management perspective,resulting in many conflicts in their concepts.Third,to achieve new breakthroughs in company management,the current leader hired professional managers,but the power of the successor and the professional managers was not clearly defined,leading to frequent conflicts over power.Finally,as a typical family business,HT Company has resistance from family members regarding the successor,which causes various obstructions in the operation of the company.Through the application of conflict theory,case analysis,horizontal comparison,and in-depth interviews with internal managers of HT Company,as well as the four-stage role adjustment model and the F-PEC model,the causes of the problems in HT’s inheritance process are analyzed.The causes include:the first generation of entrepreneurs’excessive reliance on power,the different cognition and experiences of the two generations,the unreasonable setting of the enterprise’s organizational structure,the lack of prestige of the successor,and the lack of balance of interests among family members.Then,based on the knowledge and tools learned,solutions to the inheritance problems of HT Company are proposed:in terms of inheritance,a systematic inheritance strategy should be constructed;in terms of mechanism,an effective decision-making mechanism should be established;in terms of enterprise structure,the existing organizational structure should be optimized;in terms of ability and prestige,the successor’s enterprise prestige and social influence should be enhanced;and within the family,the family interest-sharing model should be used to reduce internal conflicts.This paper’s research on the typical problems of HT family business inheritance not only provides practical guidance for HT Company’s inheritance but also offers a new perspective and empirical support for related theoretical research,emphasizing the importance of combining internal governance with the external environment in the inheritance process of family businesses.更多还原