Abstract

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.

Keyword

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

Abstract

本案例以李瑞琴带领全家共同创业为背景，阐述了仪尔乡都“一代种葡萄，二代酿好酒，三代做品牌”的传承故事，旨在讨论家族企业中创业精神和控制权的传承问题，以及仪尔乡都的未来发展问题。1998年，李瑞琴带领全家人在茫茫戈壁滩上开荒种葡萄，2002年成立乡都，带领企业从种葡萄，转向酿制葡萄酒，再升级向葡萄深加工产业链布局。2016年6月，65岁的李瑞琴在公司高层的会议上提出了企业面临的几个挑战：面对未来，当李瑞琴退居幕后，企业能否走得更好、更远？“做世界级的葡萄酒品牌”的梦想何时能够成真？是否应该完成丈夫的遗愿，让企业上市呢？

Keyword

家族企业 ;  创业者精神 ;  传承 ;  企业转型 ;  创业者特质 ;  创业导向

Abstract

位于印度尼西亚泗水的实嘉集团（Sekar Group），从鱼虾收购的小生意起步，在创始人黄世伟的带领下，历经51年，发展成为涵盖食品、海产、地产、矿产等产业的大型集团——这与黄世伟先生“人无信不立，业无信不兴”以及“做事力求诚信，做人力求平衡”的人生信条有着紧密的联系。本案例较为特殊且有意思的一点是，在这样一个“长兄为父”、深受东方文化影响的家族企业里，黄世伟的弟弟妹妹被视为二代，他们的孩子被视为三代。此外，黄世伟有着华人的血统、出生并成长于印尼，但是他的事业和社会贡献却遍布印尼、中国、新加坡、美国等不同国家（比如，捐建“黄世伟全球经济道德学院”）。 案例从三个方面讲述了黄世伟先生的道德领导力，及其所映射的道德经济和家族企业治理等问题：于家族，黄世伟作为家族企业的精神领袖，以其家长式领导风格，带领家族成员共同创业、守业，营造了和谐共荣的家族企业文化。于企业，黄世伟先生恪守诚信，获得合作伙伴的信任，继而实现公司化、集团化发展；心怀产业链上其他方利益，本着共赢的思路获得整个产业的发展。于社会，黄世伟个人不断投入社区、环境、教育等领域，并影响着家族成员服务社会。 然而，当二代退居幕后，日益扩张的企业交给三代去经营时，实嘉集团的基业长青面临着重重挑战。三代中，是否能够涌现出一位令众人心服口服的领导者呢？他们大多经受了西方教育，成长在不同的家庭环境中，可否和谐地在一起工作？在传承中，除了众多家族企业面临的股权和管理权等传承问题，黄世伟所推崇的经济道德理念应当如何在儿辈的企业领导人中得到继承和发扬呢？

Keyword

道德领导力 ;  家长式领导力 ;  家族企业 ;  接班 ;  经济道德 ;  华商

Abstract

孙大午夫妇一手创立农牧公司大午集团30多年来（1984-2016），前20年历经改革开放和农村剧变，公司一直不乏从承包土地到村民集资的创新思路，并成功将集团发展为中国农牧巨擘之一。公司发展的最近12年（2004-2016），业务仍在健康发展，不过，令公司更显得标新立异的，是孙大午在2004年设计出的一套“私企立宪”公司治理制度，其核心原则是“私有?公制?共享”，即产权私有，整体传承；民主选举，民主治理；企业全体人员共享企业发展成果。 在大午治理制度下，孙大午的两个儿子都必须通过公司内部竞选才有可能得到董事长职位，候选人也并不仅限于家族，职业经理人亦有资格。在确保集团产权整体传承的前提下，大午集团的利润得以遵循一套事先确定的分配制度，家族分配仅占极少比例，绝大部分利润用于企业再投入、社区建设和员工福利。 通过使用本案例，师生可以深入剖析大午治理制度的本质，考察它的优劣之处，以及是否可以长期延续的话题。通过深入探讨，话题可以继续深入到家族与企业的关系、企业所有权的设置、现有法律制度对该治理制度的支持性、从委托代理角度审视家族对企业掌控程度的风险等等细节。

Keyword

董事会 ;  选举 ;  传承 ;  家族企业

Abstract

Keyword

Abstract

Drawing on Denison and Mishra (1995)’s framework of organizational culture, this study examines why and when organizational culture is related to knowledge workers’ affective commitment. Data were collected from 640 employees working in three high-technology companies in China. The findings indicate that the relationship between organizational culture and affective commitment is mediated by perceived psychological contract fulfilment. In addition, organizational tenure moderates the relationship between two external dimensions (i.e. adaptability and mission) of organizational culture and perceived psychological contract fulfilment. This study extends the current theoretical framework of organizational culture by demonstrating the underlying mechanism and the boundary condition of the relationship between organizational culture and affective commitment. The findings also provide practical implications for international managers to design appropriate human resource management policies and practices in China.

Keyword

affective commitment ;  China ;  Organizational culture ;  organizational tenure ;  psychological contract fulfilment

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}向角色变迁,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。

Keyword

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

Abstract

中国的家族企业如何顺利地进行代际传承？这是我们这个时代的一个重要命题。尤其是在中国经济进入产业格局调整的时期，中国的家族企业主在寻找接班人的同时还必须处理企业战略转型这一挑战。在这样的一个交叉路口，二代该何去何从？职业经理人又有多少发挥的空间？所谓的企业转型升级是否就意味着多元化？互联网和国际市场能不能帮助家族企业继续开疆辟土？创业难，守业更难，而守业的同时又要不断地去创新蜕变，则是难上加难。 　　《当传承遇到转型：中国家族企业发展路径图》就是为了解决这些难题而生。在整本书中，作者通过案例、故事、理论和经验相互穿插的方式，归纳总结了中国家族企业在企业接班、财富传承和企业转型等问题上的不同路径选择。希望读者能在轻松的阅读中，透过别人的故事来思考自己的问题，从中汲取有关的经验和知识。相信本书对中国家族企业的传承和转型具有启发及指导意义。

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Abstract

Chinese Women Business Leaders - Seven Principles of Leadership includes seven women who represent the characteristics of ShEOs in the wave of Chinese economic reform. Their unique life stories are also reflections of changes in Chinese society. These women have each played a distinctive role In China’s rapid emergence. Reform and opening up has brought more opportunities than ever before to Chinese women, though along with these opportunities come some questions and challenges. The fetters and shackles of tradition have been shattered. A path for self-actualization has opened up. Women in mainland China have experienced great changes, and struggled with conflicts between traditional heritage and modern values. Ever since reform and opening up in 1978, the rapid emergence of women in leadership roles in business has paralleled significant upheavals in the Chinese business landscape. - Offers a new perspective on leadership using examples from successful woman leaders in Chinese business - Includes seven unique case interviews with successful women leaders in China - Provides an overview of China’s business environment over the past 30 years and the challenges unique to entrepreneurs working in China

Keyword

Abstract

While western literature proves the importance of procedural justice, interactional justice is found to have a greater impact on employees in China. This study investigates the effect of employees' perceptions of organizational justice on affective commitment, and the moderating effect of leadership style in the relationship. The authors proposed that the positive association of interactional justice with affective commitment is stronger than the positive association of procedural and distributive justices with affective commitment. In addition, the authors hypothesized that leadership style in teams moderates the relationship between interactional justice and affective commitment. Data were collected from 10 companies in Shenzhen, Shanghai, Beijing, Wenzhou, Wuhan, and Qingdao, China. The results support the hypotheses stating that interactional justice has a robust impact on affective commitment and that leadership in teams moderates the relationship. These findings have important implications for human resource management. When setting up HR policy in China, putting the right HR procedures in place is essential. Employees' affective commitment relies heavily on interactional justice and whether or not employees perceive that they are being treated fairly by their managers. We discuss the implications of these findings.

Keyword

Affective commitment ;  CITIZENSHIP BEHAVIOR ;  CULTURAL COLLECTIVISM ;  distributive justice ;  DISTRIBUTIVE JUSTICE ;  EMPLOYEE-BENEFIT SATISFACTION ;  interactional justice ;  INTERACTIONAL JUSTICE ;  MEDIATING ROLE ;  procedural justice ;  PROCEDURAL JUSTICE ;  SOCIAL-EXCHANGE ;  transactional leadership ;  TRANSACTIONAL LEADERSHIP ;  transformational leadership ;  TRANSFORMATIONAL LEADERSHIP