臺灣化學製造業中小企業家族企業傳承影響因素之個案研究

Abstract

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Family-owned small and medium-sized enterprises (SMEs) play a crucial role in Taiwan’s economy, yet many face challenges in leadership succession, particularly in traditional industries like chemical manufacturing. This study investigated the relational and psychological factors that influence the succession process in Taiwanese family-owned SMEs. Using a qualitative case study approach, this research examines two successors from family-run chemical manufacturing businesses through semi-structured interviews andthematic analysis. Key findings highlight that trust, communication, mentorship, role adjustment, and conflict management significantly impact succession outcomes. While one successor experienced gradual empowerment through mentorship and structured guidance, the other navigated leadership through autonomous decision-making in the absence of formal support. The theory of planned behavior (TPB) was used as an analytical framework to examine how attitudes, subjective norms, and perceived behavioral control shaped successors’ decision-making and leadership transitions. The study provides practical insights for family business owners and successors, emphasizing the importance of structured trust-building, clear communication, and balancing relational and structural support to ensure successful succession.