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1、原文题目：家族企业继任领导者的传递与发展作者：Katiuska Cabrera-Suarez原文出处: 2005,The Leadership Quarterly,16, 7196家族企业的介绍近年来，越来越多的人对家族企业产生了浓厚的兴趣，甚至有些来自不同的学科领域的人，这个现状并不令人感到惊讶。最保守的估计表明,在全球范围内，有 65%到 80%的企业，其领导和管理权掌握在家族企业手中(Gersick, Davis, McCollom, & Lansberg, 1997)。 同时，家族企业对国内生产总值(GDP)以及就业的贡献高达 45%到 70%,而且，来自世界许多观察员声称，大部分的新
2、成就都来自过去十年，我们可以将这个功劳可以归结给家族企(Neubauer & Lank, 1998)。但是，较高的企业死亡率是家族企业如今面临的主要挑战。根据 Ward(1987)的研究发现，能成功传承到第三代的家族企业少超过 30%，能经营好第三代家族企业的不足15%。1996 年,欧盟研究人员通过对中小企业的统计发现，在当时大约有 5 万家企业面临着企业的代际传承，而这个 5 万家企业，已经占到所有欧洲企业的 30%。另外,据研究人员估计,在面临接班的 5 万家企业中，大约 30%也就是 1.5 万家企业,会因为缺乏充分的准备而在这个时期消失。根据 2002 年 7 月发表的，最具权威的专
3、家组报告显示,大约有三分之一的欧洲企业将在接未来的 10 年进入企业传承阶段(大约有 25%到 40%的企业)。该报告显示,全球平均每年约有 610,000 家中小企业要更换企业主，并且每年将会影响 2.4 万人的工作。因此,我认为在家族企业领域，企业的接班是一个最具研究的课题。然而,大多数研究人员，都把重点放在了企业创始人如何建设企业和企业的企业文化上。这些研究方向的深入，阻碍了研究人员对家族企业接班问题的研究步伐。然而,在这个研究领域，我们的出发点是,接班人的长远发展。接班人的发展状况对企业具有直接的影响，这是一个企业生存与发展的重要战略前提。可是一般学者在“领导力发展”方面的研究，可能并
4、不完全适合家族企业。而且从历史文献来看，这个主题需要考虑的因素众多且内在联系复杂。因此,我的研究目标是,通过对家族企业的家庭情况比较以及一些案例的分析，来总结选择二代企业家接班家族企业的原因以及影响。要做到这一点,在介绍完家族企业接班这些基本理论后,我将根据研究命题的相关文献,把接班人成长作为一个重要方面，放在家族企业的研究上。接下来，我们将根据主观（关于企业的成长和演化）和客观（家庭关系和当事人满意程度）两个方面，对加纳利群岛、西班牙等7个企业的接班情况进行研究，来分析影响家族企业接班的因素。在被研究的这七个企业中，有接班完全成功的,也有部分成功或部分失败的。希望通过研究讨论之后，这7个案例
5、能带让我们知道结论，并让我知道这个课温州大学商学院本科毕业论文1题的研究是有意义的。Leadership Transfer and the Successors Development in the Family FirmKatiuska Cabrera-Suarez(2005)Originally Published in The Leadership Quarterly ,7196INTRODUCTIONDuring recent years, there has been a growing interest in the study of family firms (FFs) from
6、 diverse fields and disciplines. This interest is not surprising, assuming that even the most conservative estimates show that the proportion of firms worldwide whose ownership or management lies in family hands is between 65% and 80% (Gersick, Davis, McCollom, & Lansberg, 1997). Also, estimates of
7、contribution to GDP as well as employment vary from 45% to 70% in the non-communist world and many observers claim that the majority of new jobs created in the last decade can be attributed to family firms (Neubauer & Lank, 1998).However, the high mortality rate in this type of organization points t
8、o the problem of management 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 e
9、nterprises (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 b
10、ecause 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 av
11、erage 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 predecessorfounder as the principal architect of the company and
12、 its culture, and 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 affec
13、ted. 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 t
14、he factors influencing the successful transfer of 温州大学商学院本科毕业论文2the 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
15、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 proc
16、esses have been described as 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.温州大学商学院本科毕业论文3原文题目：家族企业接班人的发展作者：Sardeshmukh, Shruti R. 原文出处: 2008,Dissertation Abstracts Inte
