家族企业中成功继承的危险性-毕业论文外文文献翻译.pdf

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1、外文文献译文外文文献译文标题：家族企业中成功继承的危险性资料来源：中国日报 2010-03-01 作者：李秀娟在过去的两个世纪里,许多国家中的家族企业在增长社会财富和创造就业机会方面已经做出了巨大的贡献，在许多经济发展中国家和发达国家中，成为了占领统治地位的经济元素。根据 2006 年中国民营经济发展协会发布的关于全国总工会工业和商业的报告显示，在 2005 年，私营经济的总收入占国内生产总值(GDP)的 65%左右，在第二、第三产业的企业中，提供了大约84.1%的就业机会。此外，在许多地方私营经济公司的税收收入已经超过该地总的财政收入的 70%，然而在这些私营经济公司的税收收入中，有 70%

2、是家族企业所贡献的。然而，据调查统计显示只有 30%的家族企业成功地转接到第二代，甚至只有14%的家族企业可以延续经营到第三代。赫伯特 纽鲍尔在他的动力学一书中引用了一个欧盟的研究论文的观点“在西欧国家演替的动力学中，家族企业在传给下一代时会出现许多障碍，其中主要是组织和个人两个方面的原因。如果这是真的，那么为了提高业务的可行性转让，就应该充分考虑如何避免潜在致命的风险，解除家族企业长远发展的阻碍。其中的障碍包括：组织上的屏障包括过时的产品和服务，企业的规模大小不符，以及过时的企业的管理和组织结构。的确，在企业的继承过程中，由某一特定个人引起的障碍是最关键的，也是亟待解决的。主要的争议或问题的

3、产生是由于继任者在经营和管理方面的经验不足导致的。内特沙龙的记者，他写了大量有关裙带关系的报道，他指出：在一个家庭企业中，丰富的工作经验是至关重要的，它能帮助继任者加强他们的自我责任意识以及提前做好将要在经营公司中遇到并解决问题和困难的准备。根据罗伯特 H布罗克豪斯多所写的家族企业成功论一书：建议家族企业纷纷对自己公司的未来进行预测和研究，并结合相应的训练：包括逐步增强继任者的管理责任意识，扩大他个人的工作范围，培养他与主要的客户建立良好的关系，这对继任者以后的发展是很有帮助的。另外一个好的方法是制定出相应的课程和培训项目计划来提高继任者的水平。比如一个良好的教育背景，相关的外部工作经验以及对

4、内部的熟悉和适应，这些都是家族企业在制定继任计划时所要考虑到的的关键要素。另外一个在继任计划中很重要的因素是旨在检查家庭关系。这也就是说：“家族企业是人际关系的业务”或“人际关系是家族企业的核心”。一个家庭制度的关键要素是家庭成员之间的社会关系，它通常在家族企业经营业务的操作上最具有影响。我们一直认为家庭关系对于家族企业的成功与否不是太重要，直到我们亲自见证了企业中发生的巨变，都是因为家庭成员的争吵、欺骗或者公然的冲突引起的。家庭关系对于第二代继任者在家族企业经营中所表现出来的的态度和行为有着实质性的巨大影响。研究发现，家庭凝聚力对继任家族企业的第二代人在处事的态度和承担的义务伤都有影响。在具

5、有高度凝聚力的家庭中，父母将会花相当多的时间和自己的孩子一起讨论他们对未来的期望与计划。这种独特的交流方式，将会鼓励孩子们产生继续很好地经营家族企业的欲望，来实现他们父母的梦想。这种欲望的产生，与一个高度忠诚和凝聚力的家庭挂钩，它激发了孩子们对企业的高度责任感。然而，有研究表明，家庭凝聚力对于继任家族企业的第二代人对家庭适应性的工作满意度的影响和承诺并不是很重要的。家庭适应性是指如何将家庭功能作为一个单位，在遇到困难凸显他们的灵活性，为适应不断变化做好准备，和建立正确的决策方式。在具有高度适应性的家庭中，父母有责任鼓励并分享做为领导的经验和教训。这一特点，被认为是使家庭成员更多的参与、关系更加

6、密切和更加关心福利事业的业务。此外，具有高度适应性的家庭的成员比其他人更能理解每个个体之间不同的期望和需求。这可以帮助家庭成员更好地实现他们的个人期望，制订一个以承诺、负责为基础创建的业务方面的共同愿景。更确切的说，适应性在家族企业的发展中是一笔宝贵的财富，因为它会影响企业继承人的工作满意度，还会大幅提高继承人对组织的承诺性和忠诚度。工作满意度、组织承诺性有着显著弊端，就是继任者很难保持。这样，家族企业的领导者需要对第二代继任者在一定程度的灵活性方面进行相应的练习，这也是为了让后者有长期经营公司的意愿和不断努力使公司在生意上取得成功。有几种原因可能会影响家族企业的发展。首先，家庭适应性被发现是

7、一个积极的、重要的预测因素，影响工作满意度、组织承诺和对生活的满意度。这暗示着，一个家族企业维持一个具有结构化和灵活性的家族制度是至关重要的。一个均衡的家族制度系统的特点是领导风格更加的民主、开放，更加广泛的交流和更加明确的分配的任务，在这种情况下，决策将会在开放和共同参与的方式中进行。这样一种制度，才能使将来的家族企业实现自身的承诺和满足感。相反，一个不平衡的家庭系统将会对个体施加控制和影响力，在发挥角色定义和做决策方面也不可预知，这将会强烈影响家族第二代的承诺和满意度，从而使家族企业无法正常继续发展。外文文献原文外文文献原文Title：Succeeding in the family bu

8、siness can be a hazardous affairMateriaSource:ChinaDaily Updated:2010-03-01Author:Jean LeeOver the past two centuries,family enterprises have made great contributions tothe growth of wealth and creation of job opportunities in many countries,becomingthe dominant economic elements of developing and d

9、eveloped economies.According to the China Private Economy Development Report releasedby theAll-China Federation of Industry&Commerce in 2006,private economy accountedfor around 65 percent of Chinas gross domestic product(GDP)in 2005 and provided84.1 percent of job opportunities in second and third-t

10、ier industries.Furthermore,thetax revenue of private companies has been more than 70 percent of the fiscal revenueof many places where 70 percent of the private economy is made up of familyenterprises.However,its estimated that only 30 percent of family enterprises will continuesuccessfully in the h

11、ands of the second generation and only 14 percentsurvive intothe third generation.An EU research paper quoted by Herbert Neubauer in the bookThe Dynamics of Succession in Family Businesses in Western European Countriessaid there would be obstructions,including organizational and individual barriers,

12、when family enterprises are handed down to the next generation.If that is true,thefeasibility of business transfer should be fully considered in order to avoid thepotentially fatal risks brought by such obstacles to family enterprises.The barriersOrganizational barriers include outdated products and

13、 services,the inappropriatescale of the enterprise and obsolete management and organizational structures.Indeed,the barrier created by a specific individual is the key area to be addressed in thesuccession process.The main complaint or problem caused by this is that thesuccessors are inexperienced i

14、n business and management。The journalist SharonNelton,who has written extensively about nepotism,pointed out that experienceworking beyond ones own family enterprise is vital in helping successors strengthentheir self-awareness and prepare to deal with problems and difficulties in the business.Accor

15、ding to Robert H.Brockhaus,in his book Family Business Succession:Suggestions for Future Research,training within ones own family enterprise,including the gradual increase of management responsibilities,expands the range of apersons work.Also establishing relations with major clients is valuable for

16、 thecultivation of successors.Another good approach is to send successors on relevant courses and trainingprograms.An excellent education background,relevant external work experience aswell as internal induction programs are key elements in the succession planning offamily enterprises.Another import

17、ant dimension in succession planning is to examine the familyrelationship，It is said,Family business is the business of relationships andRelationships are at the heart of family business.The key element of a familysystem,which usually has the strongest influence on the operation of business,is theso

18、cial ties among family members.Family relationships may not appear to be too important to the success of afamily business until we witness the unraveling of a great organization due to familybickering,backbiting or outright conflict.Family relationships do have a substantialinfluence on the attitude

19、 and behavior of the second generation working in familybusinesses.Research has found that family cohesion has an impact on the attitude andcommitment of the second generation who stay in a family business。In highlycohesive families parents spend considerable time discussing their future expectation

20、sand plans with their children.This particular kind of communication encourages thechildrens desire to fulfill their parents dreams of continuing the business.This desire,coupled with a high degree of loyalty found in highly cohesive families,increases thechildrens commitment to the organization.How

21、ever,research has shown that familycohesion is not as significant as family adaptability in impacting on the worksatisfaction and commitment of the second generation.Family adaptability refers to how the family functioned as a unit,their flexibilityin meeting difficulties,a readiness to adjust to ch

22、anges,and the manner of makingdecisions.In highly adaptable families,parents encourage the sharing of leadershipresponsibilities.This characteristic is believed to make family members moreinvolved with and concerned about the well-being of the business.In addition,highlyadaptable families improve th

23、e skills of members in understanding the differencesbetween each individuals expectations and needs.This helps family members tonegotiate their individual expectations better and formulate a shared vision of thebusiness in which some form of commitment is created.More specifically,adaptability is a

24、valuable asset to have in family businesses because it affects thesecond generations work satisfaction and organizational commitment significantly.And work satisfaction and organizational commitment are significant predictors of apropensity to leave.As such,family business owners need to exercise a

25、certain degreeof flexibility with the second generation in order to make the latter stay and willing tosucceed in the business.There are several implications for family business owners.Firstly,familyadaptability is found to be a positive and significant predictor of organizationalcommitment,work sat

26、isfaction and life satisfaction.It implies that maintaining astructured and flexible family system is crucial to a family enterprise.A balancedfamily system is characterized by a more open leadership style,more opencommunication and sharing of roles which are more clearly defined.Decision-makingis c

27、onducted in an open and participative manner.Such a system will nurturecommitment and satisfaction.In contrast,an unbalanced family system.in whichindividuals wield control and power and where roles are not well defined anddecision-makingisunpredictable,willstronglyaffectthecommitmentandsatisfaction of the second generation.