Abstract

The capability of one generation to transfer knowledge to the next is strategically important to the survival and competitiveness of family firms. This study proposes a resource-based theory framework for intergenerational knowledge transfer that is tested using multi- source time-lagged data collected from a sample of 164 founders and their successors. Supporting our predictions, results indicate that both the individual and combined effects of succession planning and family reciprocal altruism channeled through founder’s disseminative capacity influence knowledge transfer to the next generation successor. Moreover, our examination of knowledge compatibility as a moderator enable us to provide additional accounts of the circumstance under which such a process may be strengthened or weakened. The conceptualization we introduce provides a more nuanced understanding of the facilitators and barriers to intergenerational knowledge transfer and prompts future research to take an encouraging new direction. Implications to theory and practice are discussed."

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自1998年诞生于北京中关村以来，京东集团始终处于高速奔跑状态，从传统企业起步到成为电子商务领域的佼佼者，京东以迅猛的增长速度出现在公众视野。截至2012年，京东集团已经发展成为中国最大的自营B2C电商。2009—2012年间，公司员工数量迅速从几千人增长至3万人，但依然面临巨大的人才缺口。为了保持后续发展速度，创始人刘强东于2012年前后陆续引入外部高管人才，空降CXO，其中包括新任CHO隆雨。 案例A主要描述了2012年8月隆雨上任后面临的一系列人力资源管理挑战，启发学员思考在应对这些挑战时应优先考虑什么；案例B主要描述了隆雨上任第一年着手做了什么，以及在执行改革过程中的具体措施——包括企业文化梳理和人才盘点，并启发学员思考在未来几年应如何继续应对人力资源管理方面的挑战。本系列案例较全面地反映了京东集团自开创以来在人力资源工作方面所遇到的种种挑战。

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人力资源管理 ;  人才发展 ;  企业变革 ;  企业文化

Abstract

传承中的传与承实际上是不能分开的。很多大企业对于继任者的培养,从传到承要用20年时间。在这个过程中,两代人之间的脚步需要彼此磨合,这里涉及互相之间的沟通,以及相互学习。

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Drawing from social exchange theory, this article explores the founder–successor relationship quality as a mediated pathway in examining the effects of founder–successor value congruence on successor’s willingness to take over the business. Based on survey data from 102 founder–successor dyads, polynomial regression analysis shows that when both a founder and a successor have high value congruence in family prosperity, the relationship quality will be enhanced, which leads to higher successor’s willingness. When there is value incongruence between a founder and a successor, the successor’s family prosperity value has a more important impact on the founder–successor relationship and successor’s willingness.

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family prosperity ;  founder–successor relationship ;  social-exchange theory ;  successor willingness ;  value congruence

Abstract

改革开放已经40年,时代也在不断地演变,中国社会的女性经历了不同时代的角色变迁,从“红色一代”到“失落一代”,再从“幸运一代”到“转型一代”,直到“千禧一代”,不同年代背景下成长起来的女性带有不同的时代烙印。早期中国女性企业家作为商界第一批女性拓荒者,她们经历过历史的变迁与人生的跌宕起伏,具有典型传统中国女性特质:吃苦耐劳、奉献精神、忠诚坚忍、任劳任怨。那个年代涌现了像杨绵绵、刘明明这样在改革开放早期非常杰出的女性领导人。之后伴随改革开放的浪潮,出生于20世纪60、70年代的女性企业家作为社会经济转型的见证者和受益者,展现出不同的女性特质:刚柔并济、积极热情、追求成功。

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中国社会 ;  女性企业家 ;  女性特质 ;  女性经历 ;  改革开放 ;  数字时代 ;  时代烙印 ;  社会经济转型

Abstract

在一个三环交错的系统中,家族成员与非家族成员、股东与非股东、管理权与控制权的关系使得整个系统的'情、理、法'的关系,对于平衡家族和企业的矛盾,实现二者的利益统一具有重要的意义。

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家族企业治理

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女儿能否成功完成权力的交接,需要父辈端正意识,给她们一个充足的缓冲期或者过渡期,并根据女性的特点,逐步培养她们对影响力、统率力、决策力、学习能力、执行力、预见力的综合把握,最终证实她们对家族的价值。

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家族企业发展至今积累了大量的财富，但“富不过三代”的古老魔咒一直是笼罩着家族企业的阴影。家族企业需要平衡三个维度的 发展：家族、企业和所有权。每一个维度都是动态发展的，需要相辅相成但也需要相互独立。有机地结合好家族企业的三个维度， 平衡情、理、法的关系，对于家族传承是至关重要的。本书作者从三环理论解构家族财富传承，即从家族企业的接班、家族财富的 治理、家族精神的传承来解读家族财富传承。对于家族财富传承而言，物质财富和精神财富需要双管齐下，避免传承家族企业最后 穷得只剩下钱。

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Singapore Scanteak Corporation (Scanteak), a furniture retailer founded in the 1970s, had more than 100 stores around the world by 2010, becoming the first furniture company to be listed on the Taiwan Over-The-Counter (OTC) Exchange. Along with corporate development, the founders, Pok Chin Lim and his wife, Catherine Foo, invested a lot in their children, especially in educating them as the successors of the company. In 2003, Lim asked his elder daughter, Jamie Lim, to help with growing family business. Over the next seven years, Jamie made big achievements in brand promotion and market expansion. In 2010, Lim asked his son, Julian Lim, to help with the business in Singapore or Taiwan, from where he wanted to train Julian up. However, Julian, who had always followed his parents' wishes, rejected their offer, and would agree only if he could independently run the Scanteak business in Japan, which was in deficit. The Lims questioned whether their newly graduated son could handle the business in Japan, and wondered how to respond to their son's bold request.

Keyword

conflict management ;  Family Business ;  second generation education ;  Succession ;  succession of family wealth