Research On The Intergenerational Succession Of Family Enterprises In China

Family enterprise is the most common form of enterprise in the modern economy.In our country, since the reform and opening up, a large number of family enterprises has come up. Over time, the founders of family enterprise has begun to focus on the issue of corporate inheritance.In our country, there are mainly two modes for corporate inheritance: the internal mode of inheritance and employ professional managers outside. Influenced by the traditional culture and the professional manager system, most of founders of family enterprises in our country are more inclined to the pattern of internal inheritance.However, the internal inheritance of family enterprise is now facing many problems,such as the lack of scientific and reasonable succession plan, the successor is faced with internal and external pressure, family internal conflict, cultural conflict, etc.In order to do a better job of internal succession in family enterprises, we should focus on some issues, such as successor situation, the incumbents' attitudes and ideas, the succession of urgency, the scale and culture of the family enterprise, external environment of the enterprise and so on. Then, we have to formulate scientific and reasonable succession plan, adjust corporate founder and successor mentality and shaping a good corporate culture.We have a research in Haixin iron and steel as an example. The failure reasons for Haixin iron and steel transmission include the decline of the steel industry, unplanned family heritage, internal struggles, lack of entrepreneurial spirit of the successor, the deviation from the main industry, with no alternative relationship between parents. Though Haixin iron and steel experience, we understand the importance of successor training plan, the words and deeds of founders, the training of entrepreneurial spirit and heritage team.Through case analysis, we can draw some conclusions: inheritance plan is the basis of internal succession, the training of successor is the key to the success of the family business heritage, institutionalized and standardized is theprotection, and a good corporate culture is the catalyst.