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학술연구/단체지원/교육 등 연구자 활동을 지속하도록 DBpia가 지원하고 있어요.
커뮤니티
연구자들이 자신의 연구와 전문성을 널리 알리고, 새로운 협력의 기회를 만들 수 있는 네트워킹 공간이에요.
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Chinese private enterprises have played an important role in the economic development in recent years. This paper analyzes family ownership of Chinese private enterprises since economic reforms at the end of 1978. Chinese family enterprises have unique characteristics because of China's short history of economic transition.
The Chinese founders of private enterprises tend to assign their next generation to key positions of their firms even when their sons and daughters are at early ages. The founders intend the next generation to develop management abilities through providing management experiences for their sons and daughters. The founders also utilize firms' business diversification for inter-generational ownership transition. They diversify their business into the industries that their sons and daughters are interested in. The next generations develop business skill and knowhow in the field of industry that she or he is interested in and, finally, joins the main business of the founders, their parents. Because of strong connection and relationship among family members taking key positions in family enterprises, professional manager system has not been settled down in Chinese private firms.
This paper provides valuable insights into the characteristics of family enterprises in China by analysing firm-level cases since 1978. Based on this paper, future studies may empirically investigate whether or not the level of family involvement in key positions has an effect on management system.
The Chinese founders of private enterprises tend to assign their next generation to key positions of their firms even when their sons and daughters are at early ages. The founders intend the next generation to develop management abilities through providing management experiences for their sons and daughters. The founders also utilize firms' business diversification for inter-generational ownership transition. They diversify their business into the industries that their sons and daughters are interested in. The next generations develop business skill and knowhow in the field of industry that she or he is interested in and, finally, joins the main business of the founders, their parents. Because of strong connection and relationship among family members taking key positions in family enterprises, professional manager system has not been settled down in Chinese private firms.
This paper provides valuable insights into the characteristics of family enterprises in China by analysing firm-level cases since 1978. Based on this paper, future studies may empirically investigate whether or not the level of family involvement in key positions has an effect on management system.
목차
Ⅰ. 序論
Ⅱ. 中國式 家族企業의 定議
Ⅲ. 改革ㆍ開放 이후 中國 家族企業의 企業承繼와 支配構造
Ⅳ. 硏究의 限界 및 結論
【參考文獻】
〈Abstract〉
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UCI(KEPA) : I410-ECN-0101-2012-001-004486742