本研究探討家族企業二代接班過程中面臨的挑戰。隨著市場競爭激烈、勞基法變動、人口老齡化及通貨膨脹，企業在傳承過程中出現經營困境，尤其二代在與創辦人及資深員工的磨合上需面對理念落差、人力管理及情緒溝通的多重挑戰。
將探討企業二代與資深員工的溝通模式, 分析企業一代與二代的互動與溝通, 企業二代如何延續並優化企業經營,以深度訪談法為主,訪談對象包含公司創始人及多位不同部門的資深員工，收集對接班、企業轉型及管理的建議與看法。
在研究發現創始人強調二代需維持公司既有規模並積極開拓發展，重視成本控制及社會責任並行。資深員工建議並希望二代能提升情緒管理與溝通技巧，完善人員培訓及福利制度，避免人才流失。人力需求的經營困境：缺工、培訓成本高、同業削價競爭及高壓溝通環境，使得管理與經營難度提升。
家族成員文化挑戰華人家族文化對接班與權力交接帶來情感與倫理困境，二代需平衡家族關係與專業經營。
家族企業傳承非單打獨鬥，而是持續過程。二代需建立完整接班計畫，調整經營模式以因應外部競爭與內部管理挑戰，並培養溝通與領導能力"。
需改善並提升員工福利與培訓制度，降低流動率，強化二代溝通能力與人脈經營，改善與資深員工及廠商的連結互動,對家族成員內部建立明確的權責分工，減少情感衝突對經營的影響。

This study investigates the challenges encountered by second-generation successors in family businesses during the inherited stage. The challenges can be the intense market competition, continuous modification on labor regulations, population aging, and inflation. All of these challenges made running a corporation even more difficult. Aside from these outer challenges, second-generation leaders face multiple internal challenges in overcoming generational gap with the founder and senior employees, including diverse business visions, human management, and maintaining effective communication.
The research focuses on the communication dynamics between second-generation successors and senior employees, examines the interactions between first- and second-generation leaders, and explores strategies for sustaining and enhancing business operations. Through in-depth interviews with the founders and managers from various department, the study gathered insights and recommendations on succession planning, business transformation, and management practices.
Findings reveal that the founder emphasize the importance of preserving the company’s existing scale while proactively pursuing expansion, with a balanced emphasis on cost control and corporate social responsibility. Senior employees emphasize the need for the second generation leader to improve communication skills, employee training, and benefits systems to mitigate talent loss. corporation now faced human resource challenges, such as labor shortages, high training costs, price-cutting competition, and high-pressure communication environments. All of the above further complicate management and operations.
From a cultural standpoint, traditional Chinese family values introduce emotional and ethical dilemmas in leadership transition and power delegation, requiring the second generation to balance familial relationships with professional governance. Succession is thus not a singular event but a continuous process, necessitating a well-structured succession plan, adaptive business strategies, and the cultivation of communication and leadership skills.
The study concludes that enhancing employee welfare and training programs could helped with reducing employees turnover rate. The second-generation leader should strengthen his/her communication and networking with senior employees and suppliers. He or she should also establish clear delegation of responsibility among family members to mitigating personal relationship’s effect on business and to ensure sustainable business operations.

論文審定書 i
摘要 ii
Abstract iii
目錄 iv
圖目錄 vi
表目錄 vii
第一章 緒論 1
第一節 研究背景與動機 1
第二節 研究動機 2
第二章 文獻探討與個案分析 3
第一節 產業結構及定義 3
第二節 個案公司探討 6
第三節 個案背景 14
第四節 家族接班 16
第三章 研究方法 17
第一節 研究設計 17
第二節 研究對象 18
第三節 個案訪談設計 19
第四章 結果與討論 21
第五章 總結與建議 24
第一節 總結 24
第二節 建議 27
參考文獻 28

一、中文文獻
Chang, 張彥文 Yen-Wen，無日期。2021年2月號－家族企業永續的祕密《哈佛商業評論》。
蔡鴻青，2025。2024年華人家族企業關鍵報告。《家族治理評論》，33，24。