隨著台灣家族企業愈加重視二代接班，交棒者如何將長期累積的信任與人脈有效地傳承給接班人，已成為一項重要課題。目前的研究主要聚焦於計畫性接班，多探討接班人如何繼承交棒者的網絡，並發展出適合自己的社會網絡結構。然而，對於非計畫性接班中社會資本移轉的探討仍然不足，顯示此議題需要進一步的研究。本研究選定台灣兩家中小型家族企業為研究對象，分別為計畫性接班與非計畫性接班類型。透過個案訪談與跨個案比較分析，本研究聚焦於兩種接班類型中的社會網絡轉移過程及其異同，並分析接班人在管理社會資本的關鍵因素及其特質對接班成效的關聯。研究發現，非計畫性接班下社會網絡變化呈現往返的特徵，這是一種依據情境調整的策略，用來提升接班成功的可能性。接班人為維持網絡穩定，仰賴既有網絡提供決策指導與支持，並應用自身學習與解決問題的能力以應對挑戰及發展新的社會網絡。相較之下，計畫性接班下的社會網絡變化呈現依序推進的特徵。然而，儘管此類接班通常具備充足的時間與準備，權力移轉過程中的挑戰仍可能導致接班進程延宕，甚至無法順利完成。進一步而言，若交棒者能於適當時機賦予接班者合法性，將有助於接班者在網絡中獲得認可。計畫性與非計畫性接班的比較結果顯示，成功接班的關鍵包括：接班者早期與既有網絡建立信任、建立合法性並展現對企業的高度承諾，以及人際溝通能力與應變能力上的自我提升。

As family firms in Taiwan increasingly prioritize second-generation succession, ensuring the effective transfer of long-established trust and networks from predecessors to successors becomes critical. Existing research predominantly focuses on planned succession, detailing how successors transfer predecessors' networks and develop their social network structures. However, discussions on the transfer of social capital during unplanned succession remain limited, highlighting the need for further investigation. This study examines two small and medium-sized family firms in Taiwan, representing cases of planned and unplanned succession. Through case interviews and a cross-case comparative analysis, this study focuses on the social network transfer process across two succession types while identifying similarities and differences. It also explores the key elements in managing social capital and the successors’ attributes related to succession outcomes. Findings reveal that social networks exhibit a reciprocal pattern in unplanned succession, which is a situational strategy to increase the chance of successful succession. To maintain network stability, successors rely on existing networks for guidance and support while applying their learning and problem-solving skills to tackle challenges and develop new social networks. In contrast, social networks follow a progressive pattern in planned succession. However, despite allowing sufficient time and preparation, challenges in the transfer of power may delay the succession process or even prevent its successful completion. Conferring legitimacy on successors by predecessors at an appropriate time is crucial for successors to gain recognition across networks. A comparison of planned and unplanned succession shows that successful succession depends on several key factors: early trust-building with existing networks, establishing legitimacy, a strong commitment to the business, and the continuous development of interpersonal communication and adaptability skills.

Thesis Validation Letter i
Acknowledgement ii
中文摘要 iii
Abstract iv
Chapter 1 Introduction 1
1.1 Research Background and Motivation 1
1.2 Research Objectives 6
1.3 Research Procedure 7
Chapter 2 Literature Review 8
2.1 Succession Planning in a Family Firm 8
2.1.1 The Handover Process and Succession Process 10
2.1.2 Types of Succession: Planned vs. Unplanned 14
2.2 Social Network and Social Capital: Position Matters 19
2.2.1 Social Network Transfer Process During Family Business Succession 20
2.2.2 Key Elements for the Successor in Managing Social Capital 27
2.2.3 Attributes of the Successor 31
2.3 Conceptual Framework 33
Chapter 3 Methodology 35
3.1 Research Design 35
3.2 Selection of Cases 36
3.3 Data Collection 42
3.4 Data Analysis 44
Chapter 4 Research Results 47
4.1 Case Background Summary 47
4.1.1 Case A 48
4.1.2 Case B 48
4.2 Within-Case Analysis 49
4.2.1 Case A Analysis 52
4.2.1.1 Types of Succession: Natural Immersion to Sudden Succession 52
4.2.1.2 Social Network Transfer Process: A Reciprocal Pattern 53
4.2.1.3 Key Elements in Managing Social Capital: The Following Four Elements Emerged 56
4.2.1.4 Attributes of the Successor 60
4.2.2 Case B Analysis 63
4.2.2.1 Types of Succession: Natural Immersion 63
4.2.2.2 Social Network Transfer Process: A Progressive Pattern 64
4.2.2.3 Key Elements in Managing Social Capital: The Following Two Elements Emerged 68
4.2.2.4 Attributes of the Successor 71
Chapter 5 Cross-Case Analysis and Further Findings 75
5.1 Comparison of Succession Types Between Two Cases 75
5.2 Comparison of the Social Network Transfer Process Between Two Cases 78
5.3 Comparison of Key Elements in Managing Social Capital 99
5.4 Comparison of Attributes of Two Successors 106
5.5 Integration of Conceptual Framework and Empirical Findings 111
Chapter 6 Conclusion 113
6.1 Theoretical Contribution 113
6.2 Practical Implication 118
6.3 Limitations and Future Directions 119
References 122
Appendix 129

List of Tables
Table 2-1 Classification of succession types: planned vs. unplanned 19
Table 2-2 The five stages of the social network transfer process 27
Table 2-3 The four key elements for the successor in managing social capital 31
Table 3-1 Background of the case company 40
Table 3-2 Background of interviewees 41
Table 3-3 Within-case data matrix 46
Table 5-1 Comparison of the stages in the social network transfer process for both cases 78
Table 5-2 Comparison of key elements in managing social capital 100
Table 5-3 Comparison of attributes of two successors 106

List of Figures
Figure 1-1 Research procedure 7
Figure 2-1 Conceptual framework 34
Figure 3-1 The successor's succession process timeline 41
Figure 5-1 Changes in the social network transfer process in both cases 96
Figure 5-2 Extended conceptual framework 111

Almlöf, H., & Sjögren, H. (2023). Owner-manager when death do us part – roles of a widow in sudden succession in family firms. Journal of Family Business Management, 13(2), 432–452. https://doi.org/10.1108/JFBM-01-2021-0006
Arregle, J.-L., Hitt, M. A., Sirmon, D. G., & Very, P. (2007). The Development of Organizational Social Capital: Attributes of Family Firms. Journal of Management Studies, 44(1), 73–95. https://doi.org/10.1111/j.1467-6486.2007.00665.x
Avila, S. M., Avila, R. A., & Naffziger, D. W. (2003). A comparison of family-owned businesses: Succession planners and nonplanners. Journal of Financial Service Professionals, 57(3), 85–92.
Barach, J. A., Gantisky, J., Carson, J. A., & Doochin, B. A. (1988). Entry of the Next Generation: Strategic Challenge for Family. Journal of Small Business Management, 26(2), 49.
Bartholomeusz, S., & Tanewski, G. A. (2006). The Relationship between Family Firms and Corporate Governance. Journal of Small Business Management. https://www.tandfonline.com/doi/abs/10.1111/j.1540-627X.2006.00166.x
Basco, R., & Pérez Rodríguez, M. J. (2009). Studying the Family Enterprise Holistically: Evidence for Integrated Family and Business Systems. Family Business Review, 22(1), 82–95. https://doi.org/10.1177/0894486508327824
Basly, S., & Saunier, P.-L. (2020). Family members’ commitment to the firm and family business continuity: Investigating the mediating role of family-to-firm identity fit and emotional attachment. Journal of Small Business & Entrepreneurship, 32(1), 9–32. https://doi.org/10.1080/08276331.2018.1551458
Bennedsen, M., Fan, J. P. H., Jian, M., & Yeh, Y.-H. (2015). The family business map: Framework, selective survey, and evidence from Chinese family firm succession. Journal of Corporate Finance.
Borgatti, S. P., & Foster, P. C. (2003). The Network Paradigm in Organizational Research: A Review and Typology. Journal of Management, 29(6), 991–1013. https://doi.org/10.1016/S0149-2063(03)00087-4
Breton-Miller, I. L., Miller, D., & Steier, L. P. (2004). E T P Toward an Integrative & Model of Effective FOB Succession. Entrepreneurship Theory and Practice.
Carter, N., Bryant-Lukosius, D., DiCenso, A., Blythe, J., & Neville, A. J. (2014). The Use of Triangulation in Qualitative Research. Oncology Nursing Forum, 41(5), 545–547. https://doi.org/10.1188/14.ONF.545-547
Chalus-Sauvannet, M.-C., Deschamps, B., & Cisneros, L. (2016). Unexpected Succession: When Children Return to Take Over the Family Business. Journal of Small Business Management, 54(2), 714–731. https://doi.org/10.1111/jsbm.12167
Chang, A. A., Mubarik, M. S., & Naghavi, N. (2021). Passing on the legacy: Exploring the dynamics of succession in family businesses in Pakistan. Journal of Family Business Management, 11(2), 161–184.
https://doi.org/10.1108/JFBM-10-2019-0065
Chang, H.-I. 張火燦, Hsu, I.-C. 許壹傑, Huang, L.-J. 黃立人, & Wei, H.-C. 魏彙菁(2021). 中小企業家智慧資本之移轉歷程：第一代到第二代 (in traditional Chinese). [The Transfer Process and Media of Entrepreneurs’ Intellectual Capital from the First Generation to the Second Generation: The Case of Small and Medium-Sized Enterprises.] Hsiuping Journal 修平學報, 42, 27–59.
Chang, L.-C. 張立中 (2013). 社會資本與吸收能力的移轉：以台灣傳統產業的家族企業接班者為例 (in traditional Chinese). The Transfer of Social Capital and Absorptive Capability: Taiwanese Family Business Successors as a Example [Doctoral Dissertation, National Chengchi University].
Chang, S.-L. 張淑麗, Wang, C.-C. 王春展, & Wu, W.-C. 吳武忠 (2013). 台南小吃家族企業的發展與傳承 (in traditional Chinese). [The Family Succession of Tainan Snacks Family Business.] Chia Nan Annual Bulletin 嘉南學報, 39, 294–308.
Chen C. 陳介玄 (2001). 班底與老闆 (in traditional Chinese). [The Core Team and the Boss]. Linking Publishing Company. 聯經出版事業公司
Chi, Y.-C. 紀又綺, & Chuang, C.-H. 莊鈞翔 (2023). 臺灣企業接班人的佈局規劃與傳承家族價值 (in traditional Chinese). [Factors for Successful Succession of Taiwanese Family Businesses]. Journal of Accounting and Corporate Governance 會計與公司治理, 18(1), 73–102.
Chou L.-F. 周麗芳 (2002). 華人組織中的關係與社會網絡 (in traditional Chinese). [Guanxi and Social Network in Chinese Organization]. Indigenous Psychological Research in Chinese Societies 本土心理學研究, 18. https://doi.org/10.6254/IPRCS.200212_(18).0004
Chrisman, J. J., Chua, J. H., & Sharma, P. (1998). Important Attributes of Successors in Family Businesses: An Exploratory Study. Family Business Review, 11(1), 19–34. https://doi.org/10.1111/j.1741-6248.1998.00019.x
Chua, J. H., Chrisman, J. J., & Sharma, P. (2003). Succession and Nonsuccession Concerns of Family Firms and Agency Relationship with Nonfamily Managers. Family Business Review, 16(2), 89–107.
https://doi.org/10.1111/j.1741-6248.2003.00089.x
Chung H.-M. 鍾喜梅, & Lin C.-H. 林佳慧 (2009). 家族集團接班資源與角色鑲嵌關係：網絡觀點之初探 (in traditional Chinese). [The Relationship between Succession Resources and Role Embeddedness in Family Business Group: A Network Perspective]. Journal of Organization and Management 組織與管理, 2(2). https://doi.org/10.6792/OM.200908.0155
Davis, J. A., Hampton, M. M., Lansberg, I., & E, G. K. (1997). Generation to Generation: Life Cycles of the Family Business. Harvard Business Press.
De Massis, A., & Rondi, E. (2020). Covid‐19 and the Future of Family Business Research. Journal of Management Studies, 57(8), 1727–1731. https://doi.org/10.1111/joms.12632
Dou, J., & Li, S. (2013). The succession process in Chinese family firms: A guanxi perspective. Asia Pacific Journal of Management, 30(3), 893–917. https://doi.org/10.1007/s10490-012-9287-7
Economic Development Bureau, Kaohsiung City Government (EDBKCG). (2022). 110年高雄市工廠概況分析 (in traditional Chinese). [Analysis of factory overview in Kaohsiung City, 2021].
Economic Development Bureau, Kaohsiung City Government (EDBKCG). (2024). 統計通報-高雄市工廠家數 (in traditional Chinese). [Statistical Bulletin – Number of Factories in Kaohsiung City].
Eisenhardt, K. M. (1989). Building Theories from Case Study Research. 14(4), 532–550.
Emirbayer, M., & Goodwin, J. (1994). Network Analysis, Culture, and the Problem of Agency. American Journal of Sociology, 99(6), 1411–1454. https://doi.org/10.1086/230450
Fan, J. P. H., Wong, T. J., & Zhang, T. (2012). Founder Succession and Accounting Properties. Contemporary Accounting Research, 29(1), 283–311. https://doi.org/10.1111/j.1911-3846.2011.01099.x
Ferreira, J. J., Fernandes, C. I., Schiavone, F., & Mahto, R. V. (2021). Sustainability in family business – A bibliometric study and a research agenda. Technological Forecasting and Social Change, 173, 121077. https://doi.org/10.1016/j.techfore.2021.121077
Fletcher, D., Massis, A. D., & Nordqvist, M. (2016). Qualitative research practices and family business scholarship: A review and future research agenda. Journal of Family Business Strategy, 7(1), 8–25. https://doi.org/10.1016/j.jfbs.2015.08.001
Foster, A. T. (1995). Developing Leadership in the Successor Generation. Family Business Review, 8(3), 201–209. https://doi.org/10.1111/j.1741-6248.1995.00201.x
Granovetter, M. (1983). The Strength of Weak Ties: A Network Theory Revisited. Sociological Theory, 1, 201. https://doi.org/10.2307/202051
Handler, W. C. (1990). Succession in Family Firms: A Mutual Role Adjustment between Entrepreneur and Next-generation Family Members. Entrepreneurship Theory and Practice, 15(1), 37–52. https://doi.org/10.1177/104225879001500105
Handler, W. C. (1994). Succession in Family Business: A Review of the Research. Family Business Review, 7(2), 133–157. https://doi.org/10.1111/j.1741-6248.1994.00133.x
Heinonen, J., & Ljunggren, E. (2018). He Suddenly Died: Unplanned Succession in Family Firms. In Women in Business Families (pp. 218–236). Routledge.
Hoy, F., & Sharma, P. (2010). Entrepreneurial family firms. Prentice Hall.
Ibrahim, A. B., Soufani, K., & Lam, J. (2001). A Study of Succession in a Family Firm. Family Business Review, 14(3), 245–258.
https://doi.org/10.1111/j.1741-6248.2001.00245.x
Kandade, K., Samara, G., Parada, M. J., & Dawson, A. (2021). From family successors to successful business leaders: A qualitative study of how high-quality relationships develop in family businesses. Journal of Family Business Strategy, 12(2), 100334. https://doi.org/10.1016/j.jfbs.2019.100334
Kristiansen, S. (2004). Social Networks and Business Success. The American Journal of Economics and Sociology, 63(5), 1149–1171.
https://doi.org/10.1111/j.1536-7150.2004.00339.x
Lambrecht, J. (2005). Multigenerational Transition in Family Businesses: A New Explanatory Model. Family Business Review, 18(4), 267–282. https://doi.org/10.1111/j.1741-6248.2005.00048.x
Lee, T.-R., Lin, Y.-S., & Wang, C.-Y. (2020). Selection of Successors to Family Businesses in Taiwan: Case Study on Small and Medium Enterprises. International Journal of Academic Research in Business and Social Sciences, 10(7), Pages 590-606. https://doi.org/10.6007/IJARBSS/v10-i7/7473
Lin, N. (2002). Social Capital: A Theory of Social Structure and Action. Cambridge University Press.
Lin P.-T. 林炳村 & Chiu S.-C. 邱紹群 (2022). 傳承社會資本延續家族企業價值 (in traditional Chinese). [Transfer Social Capital and Maintain the Value of Family Business]. Management Information Computing 管理資訊計算, 11(2). https://doi.org/10.6285/MIC.202209_11(2).0007
Longenecker, J. G., & Schoen, J. E. (1978). Management succession in the family business. Journal of Small Business Management (Pre-1986), 16(000003), 1.
Lumpkin, G. T., & Brigham, K. H. (2011). Long–Term Orientation and Intertemporal Choice in Family Firms. Entrepreneurship Theory and Practice, 35(6), 1149–1169. https://doi.org/10.1111/j.1540-6520.2011.00495.x
Metal Industries Research & Development Centre (MIRDC). (2014). 金屬製品產業 (in traditional Chinese ). [Metal Products Industry].
Moores, K. (2009). Paradigms and Theory Building in the Domain of Business Families. Family Business Review, 22(2), 167–180. https://doi.org/10.1177/0894486509333372
Morgan, D. L., Neal, M. B., & Carder, P. (1997). The stability of core and peripheral networks over time. Social Networks, 19(1), 9–25.
https://doi.org/10.1016/S0378-8733(96)00288-2
Nave, E., Ferreira, J. J., Fernandes, C. I., Paço, A. D., Alves, H., & Raposo, M. (2022). A review of succession strategies in family business: Content analysis and future research directions. Journal of Management & Organization, 1–25. https://doi.org/10.1017/jmo.2022.31
Neffe, C., Wilderom, C. P. M., & Lattuch, F. (2020). Leader behaviours of family and non-family executives in family firms. Management Research Review, 43(7), 885–907. https://doi.org/10.1108/MRR-12-2018-0468
Pearson, A. W., Carr, J. C., & Shaw, J. C. (2008). Toward a Theory of Familiness: A Social Capital Perspective. Entrepreneurship Theory and Practice, 32(6), 949–969. https://doi.org/10.1111/j.1540-6520.2008.00265.x
Poza, E. J. (2010). Family Business (3rd ed.). South-Western Cengage Learning.
Rogoff, E. G., & Heck, R. K. Z. (2003). Evolving research in entrepreneurship and family business: Recognizing family as the oxygen that feeds the fire of entrepreneurship. Journal of Business Venturing, 18(5), 559–566.
Rothwell, W. J. (2015). Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within. Harper Christian.
Salvato, C., & Corbetta, G. (2013). Transitional Leadership of Advisors as a Facilitator of Successors’ Leadership Construction. Family Business Review, 26(3), 235–255. https://doi.org/10.1177/0894486513490796
Santiago, A. L. (2000). Succession Experiences in Philippine Family Businesses. Family Business Review, 13(1), 15–35. https://doi.org/10.1111/j.1741-6248.2000.00015.x
Schell, S., Hiepler, M., & Moog, P. (2018). It’s all about who you know: The role of social networks in intra-family succession in small and medium-sized firms. Journal of Family Business Strategy, 9(4), 311–325. https://doi.org/10.1016/j.jfbs.2018.08.003
Schlepphorst, S., & Moog, P. (2014). Left in the dark: Family successors’ requirement profiles in the family business succession process. Journal of Family Business Strategy, 5(4), 358–371. https://doi.org/10.1016/j.jfbs.2014.08.004
Scott, J., & Carrington, P. J. (2011). The SAGE Handbook of Social Network Analysis. SAGE.
Seetoo, D.-H. 司徒達賢 (2021). 家族企業的治理，傳承與接班 (1st ed.) (in traditional Chinese). [The Governance, Sustainability and Succession of Family Business (1st ed.)]. Global Views Commonwealth Publishing Co., Ltd. 遠見天下文化出版社股份有限公司
Sharma, P., Chrisman, J. J., & Chua, J. H. (2003). Succession planning as planned behavior: Some empirical results. Family Business Review, 16(1), 1.
Sharma, P., Chrisman, J. J., Pablo, A. L., & Chua, J. H. (2001). Determinants of Initial Satisfaction with the Succession Process in Family Firms: A Conceptual Model. Entrepreneurship Theory and Practice, 25(3), 17–36. https://doi.org/10.1177/104225870102500302
Sharma, P., & Rao, A. S. (2000). Successor Attributes in Indian and Canadian Family Firms: A Comparative Study. Family Business Review, 13(4), 313–330. https://doi.org/10.1111/j.1741-6248.2000.00313.x
Sirmon, D. G., & Hitt, M. A. (2003). Managing Resources: Linking Unique Resources, Management, and Wealth Creation in Family Firms. Entrepreneurship Theory and Practice, 27(4), 339–358. https://doi.org/10.1111/1540-8520.t01-1-00013
Small and Medium Enterprise and Startup Administration, Ministry of Economic Affairs (SMESA). (2018). 中小企業白皮書 (in traditional Chinese). [2018 White Paper on Small and Medium Enterprises in Taiwan].
Small and Medium Enterprise and Startup Administration, Ministry of Economic Affairs (SMESA). (2023). 中小企業白皮書 (in traditional Chinese). [2023 White Paper on Small and Medium Enterprises in Taiwan].
Somboonvechakarn, C., Taiphapoon, T., Anuntavoranich, P., & Sinthupinyo, S. (2022). Communicating innovation and sustainability in family businesses through successions. Heliyon, 8(12), e11760. https://doi.org/10.1016/j.heliyon.2022.e11760
Sorenson, R. L., Goodpaster, K. E., Hedberg, P. R., & Yu, A. (2009). The Family Point of View, Family Social Capital, and Firm Performance: An Exploratory Test. Family Business Review, 22(3), 239–253. https://doi.org/10.1177/0894486509332456
Steier, L. (2001). Next-Generation Entrepreneurs and Succession: An Exploratory Study of Modes and Means of Managing Social Capital. Family Business Review, 14(3), 259–276. https://doi.org/10.1111/j.1741-6248.2001.00259.x
Tan, J. D., Supratikno, H., Pramono, R., Purba, J. T., & Bernarto, I. (2019). Nurturing transgenerational entrepreneurship in ethnic Chinese family SMEs: Exploring Indonesia. Journal of Asia Business Studies, 13(2), 294–325. https://doi.org/10.1108/JABS-04-2018-0132
Tata, J., & Prasad, S. (2010). Social capital and next-generation succession in the family firm. International Journal of Entrepreneurship and Small Business, 11(3), 322. https://doi.org/10.1504/IJESB.2010.035821
Tsao C.-W. 曹瓊文, & Wei Y.-C. 魏郁禎 (2019). 看不見的資本：經營者之妻對家族核心價值觀發展的影響 (in traditional Chinese) [Invisible Capital: How Founders’ Wives Influence the Core Values Development in Business Families.] Sun Yat-sen Management Review中山管理評論, 27(1). https://doi.org/10.6160/SYSMR.201903_27(1).0002
Tsui, A. S., & Farh, J.-L. L. (1997). Where Guanxi Matters: Relational Demography and Guanxi in the Chinese Context. Work and Occupations, 24(1), 56–79. https://doi.org/10.1177/0730888497024001005
Valenza, G., Caputo, A., & Calabrò, A. (2023). Is small and medium-sized beautiful? The structure and evolution of family SMEs research. Journal of Family Business Management, 13(2), 453–485. https://doi.org/10.1108/JFBM-03-2021-0024
Vallejo Martos, M. C. (2007). What is a family business? A discussion of an integrative and operational definition. International Journal of Entrepreneurship and Small Business, 4(4), 473–488. https://doi.org/10.1504/IJESB.2007.013692
Venter, E., Boshoff, C., & Maas, G. (2005). The Influence of Successor-Related Factors on the Succession Process in Small and Medium-Sized Family Businesses. Family Business Review, 18(4), 283–303.
https://doi.org/10.1111/j.1741-6248.2005.00049.x
Villalonga, B., & Amit, R. (2006). How do family ownership, control and management affect firm value? Journal of Financial Economics.
Wang, S.-W. 王樹穩 (2022). 臺灣地區中小型家族企業接班之研究 (in traditional Chinese). A Study on the Succession of the Small and Medium Family Enterprises in Taiwan [Doctoral Dissertation, Feng Chia University].
Weng T.-C. 翁慈青, Huang H.-Y. 黃馨儀, & Hsu T.-W. 許宗文 (2021). 中國家族企業及後代接班對研發創新活動之影響 (in traditional Chinese). [Family Succession and Research and Development Activities: Evidence From China.] Taiwan Academy of Management Journal 台灣管理學刊, Article 2.
Yeh, K. S. 葉匡時, & Tsao, L.-C. 操禮芹 (1996). 家族企業接班過程之網絡分析 (in traditional Chinese). [A Network Analysis of Ownership Succession in Family Owned Business]. Journal of Management Science 管理科學學報, 13(2), 197–225.
Yen R.-T. 顏瑞田 (2021, September). 高雄扣件產官攜手前進美國電動車產業鍊 (in traditional Chinese). [Kaohsiung Fastener Industry’s Public-Private Alliance Targets the U.S. EV Supply Chain]. Commercial Times 工商時報. https://www.ctee.com.tw/news/20210929700565-430503
Yin, R. K. (2015). Qualitative Research from Start to Finish, Second Edition. Guilford Publications.
Yu P.-H. 虞邦祥, Lin Y.-Y. 林月雲, & Chang H.-F. 張小鳳 (2009). 傳承或變革：台灣企業接班歷程之質性研究 (in traditional Chinese). [Succeed or Change: The Succession Process in Taiwanese Enterprises: A Qualitative Research]. Journal of Organization and Management 組織與管理, 2(2). https://doi.org/10.6792/OM.200908.0109