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題名 家族企業於數位時代中的轉型策略分析
Strategic Transformation of Family-Owned Businesses in the Digital Age作者 湯皓宇
Tang, Hao-Yu貢獻者 吳文傑
湯皓宇
Tang, Hao-Yu關鍵詞 Family-owned businesses
Digital transformation
Governance structures
Succession planning
Cultural differences
Taiwan
Statistical analysis
Organizational change
Next-generation leadership
Business performance
Transformation success factors
Family business management日期 2025 上傳時間 1-Jul-2025 14:58:53 (UTC+8) 摘要 This thesis investigates the transformation of family-owned businesses (FOBs) in response to digital disruption, focusing on statistical analysis to identify critical success factors. Using survey data from 147 FOBs—78 from Taiwan and 69 globally—the study examines the roles of digital maturity, governance structures, external advisory support, next-generation leadership, and data-driven decision-making in successful transformation. Findings reveal that digital maturity is the strongest predictor of transformation success, while formal governance and external advisory also play crucial roles. Interestingly, succession planning, though traditionally emphasized, is not universally necessary. Taiwanese FOBs differ significantly from global counterparts in terms of cultural priorities, risk tolerance, and transformation strategies, favoring incremental change and consensus-building. The study introduces a data-driven transformation framework and provides practical guidance for business owners, next-generation leaders, and advisors. It also contributes theoretically by integrating dynamic capabilities, resource-based views, and institutional theory to explain FOB transformation. The research has implications for academics and practitioners aiming to balance innovation with tradition in family business environments. 參考文獻 Anderson, R. C., & Reeb, D. M. (2003). Founding‐family ownership and firm performance: Evidence from the S&P 500. The Journal of Finance, 58(3), 1301-1328. Astrachan, J. H., Klein, S. B., & Smyrnios, K. X. (2002). The F-PEC scale of family influence: A proposal for solving the family business definition problem. Family Business Review, 15(1), 45-58. BCG. (2023). Digital acceleration index: Measuring digital maturity across industries. Boston Consulting Group. Bracci, E., & Vagnoni, E. (2011). Understanding small family business succession in a knowledge management perspective. IUP Journal of Knowledge Management, 9(4), 7-36. Cabrera-Suárez, K., De Saá-Pérez, P., & García-Almeida, D. (2001). The succession process from a resource‐and knowledge‐based view of the family firm. Family Business Review, 14(1), 37-46. Chen, S. J., & Jaw, Y. L. (2009). Building global dynamic capabilities through innovation: A case study of Taiwan's cultural organizations. Journal of Engineering and Technology Management, 26(4), 247-263. Chua, J. H., Chrisman, J. J., & Sharma, P. (1999). Defining the family business by behavior. Entrepreneurship Theory and Practice, 23(4), 19-39. Corbetta, G., & Salvato, C. (2004). Self‐serving or self‐actualizing? Models of man and agency costs in different types of family firms: A commentary on "Comparing the agency costs of family and non‐family firms: Conceptual issues and exploratory evidence". Entrepreneurship Theory and Practice, 28(4), 355-362. Deloitte. (2020). Digital maturity model: Achieving digital transformation. Deloitte Consulting. Deloitte. (2021). Family business transformation: Digital adoption challenges and opportunities. Deloitte Center for Family Business Excellence. EY. (2023). Global family business survey: Technology transformation in family enterprises. Ernst & Young Global Limited. Family Business Institute. (2023). Family business statistics and succession rates. Family Business Institute Research Division. Family Firm Institute. (2023). Global data points on family businesses. Family Firm Institute. Gartner. (2019). Digital business transformation model: A framework for success. Gartner Research. Gersick, K. E., Davis, J. A., Hampton, M. M., & Lansberg, I. (1997). Generation to generation: Life cycles of the family business. Harvard Business School Press. Hall, A., & Nordqvist, M. (2008). Professional management in family businesses: Toward an extended understanding. Family Business Review, 21(1), 51-69. Johannisson, B., & Huse, M. (2000). Recruiting outside board members in the small family business: An ideological challenge. Entrepreneurship & Regional Development, 12(4), 353-378. Kellermanns, F. W., & Eddleston, K. A. (2004). Feuding families: When conflict does a family firm good. Entrepreneurship Theory and Practice, 28(3), 209-228. Kellermanns, F. W., & Eddleston, K. A. (2007). Destructive and productive family relationships: A stewardship theory perspective. Journal of Business Venturing, 22(4), 545-565. Kotter, J. P. (1996). Leading change. Harvard Business School Press. Kraus, S., Clauss, T., Breier, M., Gast, J., Zardini, A., & Tiberius, V. (2020). The economics of COVID-19: Initial empirical evidence on how family firms in five European countries cope with the corona crisis. International Journal of Entrepreneurial Behavior & Research, 26(5), 1067-1092. Lansberg, I. (1999). Succeeding generations: Realizing the dream of families in business. Harvard Business School Press. McKinsey & Company. (2021). COVID-19 digital transformation acceleration. McKinsey Global Institute. McKinsey & Company. (2022). Digital transformation ROI: Measuring success in the digitala age. McKinsey Digital. McKinsey & Company. (2024). The economic impact of family businesses globally. McKinsey Global Institute. Mustakallio, M., Autio, E., & Zahra, S. A. (2002). Relational and contractual governance in family firms: Effects on strategic decision making. Family Business Review, 15(3), 205-222. PwC. (2022). Next generation survey: Rising to the challenge. PricewaterhouseCoopers Family Business Services. PwC. (2023). Global family business survey: Trust and innovation. PricewaterhouseCoopers Global. Sharma, P., & Chua, J. H. (2013). Asian family enterprises and family business research. Asia Pacific Journal of Management, 30(3), 641-656. Sharma, P., Chrisman, J. J., & Chua, J. H. (2003). Succession planning as planned behavior: Some empirical results. Family Business Review, 16(1), 1-15. Sirmon, D. G., & Hitt, M. A. (2003). Managing resources: Linking unique resources, management, and wealth creation in family firms. Entrepreneurship Theory and Practice, 27(4), 339-358. Ward, J. L. (2011). Keeping the family business healthy: How to plan for continuing growth, profitability, and family leadership. Palgrave Macmillan. Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading digital: Turning technology into business transformation. Harvard Business Review Press. 描述 碩士
國立政治大學
國際經營管理英語碩士學位學程(IMBA)
111933009資料來源 http://thesis.lib.nccu.edu.tw/record/#G0111933009 資料類型 thesis dc.contributor.advisor 吳文傑 zh_TW dc.contributor.author (Authors) 湯皓宇 zh_TW dc.contributor.author (Authors) Tang, Hao-Yu en_US dc.creator (作者) 湯皓宇 zh_TW dc.creator (作者) Tang, Hao-Yu en_US dc.date (日期) 2025 en_US dc.date.accessioned 1-Jul-2025 14:58:53 (UTC+8) - dc.date.available 1-Jul-2025 14:58:53 (UTC+8) - dc.date.issued (上傳時間) 1-Jul-2025 14:58:53 (UTC+8) - dc.identifier (Other Identifiers) G0111933009 en_US dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/157797 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 國際經營管理英語碩士學位學程(IMBA) zh_TW dc.description (描述) 111933009 zh_TW dc.description.abstract (摘要) This thesis investigates the transformation of family-owned businesses (FOBs) in response to digital disruption, focusing on statistical analysis to identify critical success factors. Using survey data from 147 FOBs—78 from Taiwan and 69 globally—the study examines the roles of digital maturity, governance structures, external advisory support, next-generation leadership, and data-driven decision-making in successful transformation. Findings reveal that digital maturity is the strongest predictor of transformation success, while formal governance and external advisory also play crucial roles. Interestingly, succession planning, though traditionally emphasized, is not universally necessary. Taiwanese FOBs differ significantly from global counterparts in terms of cultural priorities, risk tolerance, and transformation strategies, favoring incremental change and consensus-building. The study introduces a data-driven transformation framework and provides practical guidance for business owners, next-generation leaders, and advisors. It also contributes theoretically by integrating dynamic capabilities, resource-based views, and institutional theory to explain FOB transformation. The research has implications for academics and practitioners aiming to balance innovation with tradition in family business environments. en_US dc.description.tableofcontents 1. Introduction - 1 - 1.1 Background to the Research - 1 - 1.2 Problem Statement - 1 - 1.3 Research Aim and Objectives - 1 - 1.4 Research Questions - 2 - 1.5 Significance of the Study - 2 - 1.6 Scope of the Study - 3 - 2. Literature Review - 4 - 3. Research Methodology - 6 - 3.1 Research Approach - 6 - 3.2 Data Collection Instrument - 6 - 3.3 Sampling Strategy - 6 - 3.4 Participant Recruitment - 7 - 3.5 Data Collection Process - 7 - 3.6 Analytical Framework - 7 - 3.6.1 Independent Variables Definition - 7 - 3.7 Validity and Reliability - 9 - 3.8 Ethical Considerations - 9 - 4. Quantitative Findings and Statistical Analysis - 10 - 4.1 Introduction - 10 - 4.2 Survey Respondent Demographics - 10 - 4.2.1 Respondent Profile Analysis - 10 - 4.2.2 Company Profile Statistics - 11 - 4.3 Transformation Readiness and Digital Maturity - 11 - 4.3.1 Digital Maturity Assessment Results - 11 - 4.3.2 Transformation Initiative Analysis - 12 - 4.4 Governance Structure Analysis - 12 - 4.4.1 Governance Formality Assessment - 12 - 4.4.2 Governance Effectiveness Scores - 13 - 4.4.3 Decision-Making Process Analysis - 13 - 4.5 Statistical Modeling of Transformation Success - 14 - 4.5.1 Multiple Regression Analysis - 14 - 4.5.2 Logistic Regression for Binary Success Outcomes - 15 - 4.6 Financial Performance Analysis - 15 - 4.6.1 Pre- and Post-Transformation Performance Comparison - 15 - 4.6.2 ROI Analysis on Digital Initiatives - 16 - 4.7 Comparative Analysis: Taiwan vs. Global FOBs - 16 - 4.7.1 Transformation Approach Differences - 16 - 4.7.2 Success Factor Comparison - 17 - 5. Integrated Analysis and Discussion - 18 - 5.1 Introduction - 18 - 5.2 Synthesis of Research Findings - 18 - 5.2.1 Hypothesis Testing Results - 18 - 5.2.2 Critical Success Factors Identification - 18 - 5.3 Regional Comparison: Taiwan vs. Global FOBs - 19 - 5.3.1 Transformation Approach Differences - 19 - 5.3.2 Performance Outcome Comparison - 19 - 5.5 Digital Transformation Success Patterns - 20 - 5.5.1 Investment and Return Analysis - 20 - 5.5.2 Digital Maturity Development Patterns - 20 - 5.6 Governance Structure Impact Analysis - 20 - 5.6.1 Governance Evolution During Transformation - 20 - 5.6.2 Decision-Making Process Optimization - 21 - 5.7 Family Dynamics and Cultural Considerations - 21 - 5.7.1 Cultural Values in Transformation - 21 - 5.7.2 Family Communication and Conflict Resolution - 22 - 5.8 Theoretical Implications - 22 - 5.8.1 Extensions to Existing Knowledge - 22 - 5.8.2 Theoretical Framework Development - 22 - 5.9 Practical Implications - 23 - 5.9.1 For Family Business Owners - 23 - 5.9.2 For Next-Generation Leaders - 23 - 5.9.3 For Business Advisors and Consultants - 23 - 6. Strategic Roadmap for FOB Transformation - 24 - 6.1 Introduction - 24 - 6.2 Pre-Transformation Assessment Framework - 24 - 6.2.1 Transformation Readiness Diagnostic - 24 - 6.2.2 Cultural Context Assessment - 25 - 6.2.3 Stakeholder Alignment Evaluation - 25 - 6.3 Governance Transformation Strategy - 25 - 6.3.1 Governance Structure Development - 25 - 6.3.2 Board Effectiveness Enhancement - 26 - 6.3.3 Family Governance Integration - 26 - 6.4 Digital Transformation Implementation - 26 - 6.4.1 Digital Maturity Development Pathway - 26 - 6.5 Change Management and Communication - 27 - 6.5.1 Family Communication Strategy - 27 - 6.5.2 Stakeholder Engagement Plan - 27 - 6.6 Succession Planning Integration - 27 - 6.6.1 Contextual Succession Strategy - 27 - 6.7 Performance Monitoring and Evaluation - 28 - 6.7.1 Key Performance Indicators - 28 - 6.7.2 Continuous Improvement Framework - 29 - 6.8 Risk Management and Mitigation - 30 - 6.8.1 Transformation Risk Assessment - 30 - 6.8.2 Cultural Risk Management - 30 - 6.9 Industry-Specific Adaptations - 30 - 7. Conclusion and Recommendations - 32 - 7.1 Introduction - 32 - 7.2 Summary of Key Findings - 32 - 7.2.1 Critical Success Factors Identified - 32 - 7.2.2 Regional Differences Between Taiwan and Global FOBs - 32 - 7.2.3 Succession Planning Necessity Analysis - 33 - 7.3 Addressing the Research Questions - 33 - 7.3.1 Research Question 1: Statistically Significant Success Factors - 33 - 7.3.2 Research Question 2: Governance Structure Impact - 33 - 7.3.3 Research Question 3: Succession Planning Role and Necessity - 34 - 7.3.4 Research Question 4: Taiwan vs. Global Comparison - 34 - 7.4 Theoretical Contributions - 34 - 7.4.1 Advancement of Family Business Theory - 34 - 7.4.2 Integration of Multiple Theoretical Perspectives - 35 - 7.5 Practical Implications - 35 - 7.5.1 For Family Business Owners - 35 - 7.5.2 For Next-Generation Leaders - 35 - 7.5.3 For Business Advisors and Consultants - 35 - 7.5.4 For Policy Makers - 36 - 7.6 Limitations of the Study - 36 - 7.6.1 Methodological Limitations - 36 - 7.6.2 Theoretical Limitations - 36 - 7.7 Recommendations for Future Research - 36 - 7.7.1 Longitudinal Studies - 36 - 7.7.2 Comparative Cultural Studies - 37 - 7.7.3 Industry-Specific Research - 37 - 7.7.4 Stakeholder Perspective Research - 37 - 7.8 Concluding Remarks - 37 - References - 39 - Appendices - 41 - zh_TW dc.format.extent 1051774 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0111933009 en_US dc.subject (關鍵詞) Family-owned businesses en_US dc.subject (關鍵詞) Digital transformation en_US dc.subject (關鍵詞) Governance structures en_US dc.subject (關鍵詞) Succession planning en_US dc.subject (關鍵詞) Cultural differences en_US dc.subject (關鍵詞) Taiwan en_US dc.subject (關鍵詞) Statistical analysis en_US dc.subject (關鍵詞) Organizational change en_US dc.subject (關鍵詞) Next-generation leadership en_US dc.subject (關鍵詞) Business performance en_US dc.subject (關鍵詞) Transformation success factors en_US dc.subject (關鍵詞) Family business management en_US dc.title (題名) 家族企業於數位時代中的轉型策略分析 zh_TW dc.title (題名) Strategic Transformation of Family-Owned Businesses in the Digital Age en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) Anderson, R. C., & Reeb, D. M. (2003). Founding‐family ownership and firm performance: Evidence from the S&P 500. The Journal of Finance, 58(3), 1301-1328. Astrachan, J. H., Klein, S. B., & Smyrnios, K. X. (2002). The F-PEC scale of family influence: A proposal for solving the family business definition problem. Family Business Review, 15(1), 45-58. BCG. (2023). Digital acceleration index: Measuring digital maturity across industries. Boston Consulting Group. Bracci, E., & Vagnoni, E. (2011). Understanding small family business succession in a knowledge management perspective. IUP Journal of Knowledge Management, 9(4), 7-36. Cabrera-Suárez, K., De Saá-Pérez, P., & García-Almeida, D. (2001). The succession process from a resource‐and knowledge‐based view of the family firm. Family Business Review, 14(1), 37-46. Chen, S. J., & Jaw, Y. L. (2009). Building global dynamic capabilities through innovation: A case study of Taiwan's cultural organizations. Journal of Engineering and Technology Management, 26(4), 247-263. Chua, J. H., Chrisman, J. J., & Sharma, P. (1999). Defining the family business by behavior. Entrepreneurship Theory and Practice, 23(4), 19-39. Corbetta, G., & Salvato, C. (2004). Self‐serving or self‐actualizing? Models of man and agency costs in different types of family firms: A commentary on "Comparing the agency costs of family and non‐family firms: Conceptual issues and exploratory evidence". Entrepreneurship Theory and Practice, 28(4), 355-362. Deloitte. (2020). Digital maturity model: Achieving digital transformation. Deloitte Consulting. Deloitte. (2021). Family business transformation: Digital adoption challenges and opportunities. Deloitte Center for Family Business Excellence. EY. (2023). Global family business survey: Technology transformation in family enterprises. Ernst & Young Global Limited. Family Business Institute. (2023). Family business statistics and succession rates. Family Business Institute Research Division. Family Firm Institute. (2023). Global data points on family businesses. Family Firm Institute. Gartner. (2019). Digital business transformation model: A framework for success. Gartner Research. Gersick, K. E., Davis, J. A., Hampton, M. M., & Lansberg, I. (1997). Generation to generation: Life cycles of the family business. Harvard Business School Press. Hall, A., & Nordqvist, M. (2008). Professional management in family businesses: Toward an extended understanding. Family Business Review, 21(1), 51-69. Johannisson, B., & Huse, M. (2000). Recruiting outside board members in the small family business: An ideological challenge. Entrepreneurship & Regional Development, 12(4), 353-378. Kellermanns, F. W., & Eddleston, K. A. (2004). Feuding families: When conflict does a family firm good. Entrepreneurship Theory and Practice, 28(3), 209-228. Kellermanns, F. W., & Eddleston, K. A. (2007). Destructive and productive family relationships: A stewardship theory perspective. Journal of Business Venturing, 22(4), 545-565. Kotter, J. P. (1996). Leading change. Harvard Business School Press. Kraus, S., Clauss, T., Breier, M., Gast, J., Zardini, A., & Tiberius, V. (2020). The economics of COVID-19: Initial empirical evidence on how family firms in five European countries cope with the corona crisis. International Journal of Entrepreneurial Behavior & Research, 26(5), 1067-1092. Lansberg, I. (1999). Succeeding generations: Realizing the dream of families in business. Harvard Business School Press. McKinsey & Company. (2021). COVID-19 digital transformation acceleration. McKinsey Global Institute. McKinsey & Company. (2022). Digital transformation ROI: Measuring success in the digitala age. McKinsey Digital. McKinsey & Company. (2024). The economic impact of family businesses globally. McKinsey Global Institute. Mustakallio, M., Autio, E., & Zahra, S. A. (2002). Relational and contractual governance in family firms: Effects on strategic decision making. Family Business Review, 15(3), 205-222. PwC. (2022). Next generation survey: Rising to the challenge. PricewaterhouseCoopers Family Business Services. PwC. (2023). Global family business survey: Trust and innovation. PricewaterhouseCoopers Global. Sharma, P., & Chua, J. H. (2013). Asian family enterprises and family business research. Asia Pacific Journal of Management, 30(3), 641-656. Sharma, P., Chrisman, J. J., & Chua, J. H. (2003). Succession planning as planned behavior: Some empirical results. Family Business Review, 16(1), 1-15. Sirmon, D. G., & Hitt, M. A. (2003). Managing resources: Linking unique resources, management, and wealth creation in family firms. Entrepreneurship Theory and Practice, 27(4), 339-358. Ward, J. L. (2011). Keeping the family business healthy: How to plan for continuing growth, profitability, and family leadership. Palgrave Macmillan. Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading digital: Turning technology into business transformation. Harvard Business Review Press. zh_TW
