| dc.contributor.advisor | 彭金隆 | zh_TW |
| dc.contributor.author (Authors) | 黃中佑 | zh_TW |
| dc.contributor.author (Authors) | Huang, Chung-Yu | en_US |
| dc.creator (作者) | 黃中佑 | zh_TW |
| dc.creator (作者) | Huang, Chung-Yu | en_US |
| dc.date (日期) | 2023 | en_US |
| dc.date.accessioned | 2-Aug-2023 13:18:27 (UTC+8) | - |
| dc.date.available | 2-Aug-2023 13:18:27 (UTC+8) | - |
| dc.date.issued (上傳時間) | 2-Aug-2023 13:18:27 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0109932146 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/146366 | - |
| dc.description (描述) | 碩士 | zh_TW |
| dc.description (描述) | 國立政治大學 | zh_TW |
| dc.description (描述) | 經營管理碩士學程(EMBA) | zh_TW |
| dc.description (描述) | 109932146 | zh_TW |
| dc.description.abstract (摘要) | 美國家族辦公室的發展自洛克菲勒家族於20世紀初期首創以來，已逐漸普及並成為富裕家族管理財富與傳承家業的重要方式。其運營模式根據家族需求與特性不斷調整，並在資產管理、投資策略與家族治理等方面累積豐富經驗。家族辦公室已由單純的管家角色進化為專業的人才團隊，以處理家族成員關係、繼承規劃以及家族教育等議題。透過借鑑美國家辦的發展歷程和經驗，台灣家辦可發展出符合本地需求的組織結構、資源配置及運營模式。台灣與美國的家族辦公室運作方式有所差異。台灣與美國家族辦公室運作方式不同。台灣強調家族價值與關係，內部培養員工並重視家族企業傳承。另一方面，美國辦公室重視專業性，結果導向，並更重視個人成就。在慈善活動和企業治理方面，美國的作法更專業化，更注重法制和透明度，而台灣較偏重本地或個人慈善活動，並依賴家族成員能力。溝通方式，台灣偏向和諧，避免衝突，美國則注重效率，鼓勵開放溝通。成功的家族辦公室需要有良好的治理結構，受信任的專業團隊，以及明確的資產策略。治理應超越初創階段的家族控制，透過尋找專家或信任的人才，來協助家族長期發展。設定長期策略目標能明確劃出家族未來的願景，這些策略源於內部共識與外部專家意見，並透過實現短中期目標來逐步實現。隨著辦公室的運作，策略不僅引進新的經驗與觀點，也有助於建立更完整的人才團隊。應對家族企業傳承的挑戰，台灣家族辦公室已逐步發展成為有效的解決方案。家辦融合專業化、制度化、數位化和國際化的趨勢，進一步關注社會責任和永續發展，透過學習和借鑑美國家族辦公室的經驗，台灣家族辦公室將繼續完善各項功能，為家族企業提供專業和全面的支持。 | zh_TW |
| dc.description.abstract (摘要) | The evolution of the Family Office in the United States, since its inception by the Rockefeller family in the early 20th century, has proliferated as a critical approach for affluent families managing wealth and ensuring legacy continuity. The operation model continuously adjusts according to family needs and characteristics, acquiring valuable experience in asset management, investment strategies, and family governance. The family office has evolved from a mere stewardship role into a team of professionals handling issues of family relationships, succession planning, and family education. By emulating the developmental trajectory and experiences of US family offices, Taiwan`s family offices can develop organizational structures, resource allocations, and operation models that align with local needs, learn from their active engagement in philanthropic endeavors, achieve a balance between family wealth and social responsibility, and pass on family values to future generations.The operation modes of family offices in Taiwan and the United States differ. Taiwan emphasizes family values and relationships, nurturing employees internally, and places a great focus on business legacy. On the other hand, US offices emphasize professionalism, result-orientation, and value individual accomplishments more. In terms of philanthropy and corporate governance, the US approach is more professionalized, emphasizing rule of law and transparency, while Taiwan tends to focus more on local or personal philanthropic activities and relies more on family members` capabilities. In communication, Taiwan leans towards harmony, avoiding conflicts, while the US stresses efficiency and encourages open communication. Successful family offices need to have sound governance structures, trusted professional teams, and clear asset strategies. Governance should transcend the control of the founding family, and by finding trusted experts or talents, can assist family businesses in their long-term development. Establishing long-term strategic goals can clearly outline the future vision of the family, and these strategies, derived from internal consensus and external expert opinions, can gradually be achieved by implementing short-to-medium term goals. As the office operates, strategies introduce new experiences and perspectives, and also contribute to the development of a more comprehensive team of talents.In response to the challenges of family business succession, family offices in Taiwan have gradually become an effective solution. Embracing the trends of professionalization, institutionalization, digitalization, and internationalization, and further focusing on social responsibility and sustainable development, Taiwan`s family offices will continue to improve various functions by learning from and emulating the experiences of American family offices, providing comprehensive and professional support for family businesses. | en_US |
| dc.description.tableofcontents | 誌謝 i摘要 ii英文摘要 iii目錄 v表次 vi圖次 vii第一章 緒論 1第一節 研究背景與動機 1第二節 研究目的 3第三節 研究流程與方法 4第二章 美國家族辦公室之介紹 5第一節 家族辦公室的歷史背景 5第二節 家族辦公室實務運作之類型 11第三節 美國家族辦公室發展之現況及趨勢 17第三章 台灣市場對家族辦公室之需求 21第一節 高資產家族之需求 21第二節 台灣市場對高資產家族提供的服務 28第三節 台灣市場的現況與趨勢 36第四章 美國與台灣對家族辦公室觀念之比較 39第一節 美國與台灣二者之異同 39第二節 台灣與美國觀念與應對方式比較 45第五章 台灣發展家族辦公室展望分析 49第一節 家族辦公室經營策略 49第二節 台灣家族辦公室之展望 54第六章 結論 58參考文獻 61 | zh_TW |
| dc.format.extent | 1769276 bytes | - |
| dc.format.mimetype | application/pdf | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0109932146 | en_US |
| dc.subject (關鍵詞) | 家族辦公室 | zh_TW |
| dc.subject (關鍵詞) | 家族傳承 | zh_TW |
| dc.subject (關鍵詞) | 家族治理 | zh_TW |
| dc.subject (關鍵詞) | Family office | en_US |
| dc.subject (關鍵詞) | Family succession | en_US |
| dc.subject (關鍵詞) | Family governance | en_US |
| dc.title (題名) | 由美國經驗探討台灣家族辦公室實務發展之分析 | zh_TW |
| dc.title (題名) | Analysis of Family Office Development in Taiwan from U.S. Experience | en_US |
| dc.type (資料類型) | thesis | en_US |
| dc.relation.reference (參考文獻) | 1.王雪娟與林禹維(2021)， 家族企業的治理：家族憲章、家族理事會是什麼？ 工商時報名家評論，請參見https://view.ctee.com.tw/business/33701.html 最後瀏覽日2023/3/222.安永台灣(2021)，啟動家族治理之關鍵要點03 - 非正式治理與正式治理，請參見https://www.ey.com/zh_tw/family-enterprise/unofficial-and-official-family-governance 最後瀏覽日2023.5.303.資誠(2020) ，2020台灣家族企業傳承白皮書，請參見https://www.pwc.tw/zh/publications/topic-family-business/2020-taiwan-family-business.html 最後瀏覽日2023/2/254.維基百科Wikipedia：宮相。請參見https://zh.wikipedia.org/zh-tw/%E5%AE%AB%E7%9B%B8，最後瀏覽日2023/1/155.遠見(2022)，獨家披露！全台第一份百大長青家族企業排行，加碼傳承股。請參見https://esg.gvm.com.tw/article/3334，最後瀏覽日2023/3/30。6.Bloomberg News (May 18, 2021) A $6 trillion family office world fights post-Archegos crackdown請參見https://www.bloomberg.com/professional/blog/a-6-trillion-family-office-world-fights-post-archegos-crackdown/最後瀏覽日2023/3/067.Compound. A History of Family Offices 請參見https://manual.withcompound.com/chapters/history-of-family-offices 最後瀏覽日2023/1/108. CREDIT SUISSE (2021) White Papers：The way forward for family offices 請參見 https://www.credit-suisse.com/sg/en/private-banking/take-care-of-your-family/white-papers.html 最後瀏覽日 2023/2/20。9. CREDIT SUISSE (2022) Single Family Office survey report. 請參見 https://www.credit-suisse.com/sg/en/private-banking/take-care-of-your-family/white-papers.html 最後瀏覽日 2023/2/27。10. Gersick, K. E., Davis, J. A., Hampton, M. M., & Lansberg, I. (1997). Generation to generation: Life cycles of the family business. U.S.：Harvard Business Review Press.11.Gray L. P. ,( 2005) ,How Family Dynamics Influence the Structure of the Family Office,.請參見 https://www.semanticscholar.org/paper/How-Family-Dynamics-Influence-the-Structure-of-the-Gray/63ec3ee3b602658df6c9c80c83242a5d2b57526a最後瀏覽日2023/3/06。12.Kaufman P. (2020) An UNSUNG HERO-Redlands Forum Talk 請參見 https://valueinvestingworld.substack.com/p/an-unsung-hero-by-peter-d-kaufman 最後瀏覽日2023/3/0613.Rosplock K. ,( 2020). The Complete Family Office Handbook: A Guide for Affluent Families and the Advisors Who Serve Them. U.S.：Wiley14.The New York Times,(1992),Rockefeller Family Tries to Keep A Vast Fortune From Dissipating., Section 1, Page 1 (February 16, 1992)15.UBS & Campden Research (2019).The Global Family Office Report 2019.請參見 https://www.ubs.com/global/en/family-office-uhnw/reports/archive.html 最後瀏覽日 2023/1/17。16.UBS (2022) Global Family Office Report 請參見https://www.ubs.com/global/en/family-office-uhnw/reports/gfo-client-report.html最後瀏覽日 2023/3/02。 | zh_TW |
