A Study On The Optimization Of Governance Structure Of Family Enterprises

Family enterprises have a long history, which can be seen in all walks of life, both at home and abroad. Compared with other forms of organization, the relationship between the internal structures is more complex and the governance mode is more special, which is because of its unique family factors. The family enterprise is considered as a backward form of enterprise organization by many people and is less advanced as the modern corporation system. In recent years, however, the family business has shown a fresh performance of its market, which makes people begin to reconsider this ancient form of enterprise organization. There have been many advantages of this form rediscovered while at the same time, the inherent problems has not been reduced. Therefore, the research of the family business is still an important part in the field.In this paper, the writer aims to analyze the existing problems of family enterprise governance by defining family business and related theories of the governance of family business corporation and investigating the current situation of governance based on Zhangzhou X company: the poor matching of life cycle of Zhangzhou human resources management system and the governance structure of Zhangzhou X company, the unscientific way of the manager selection, the more outstanding appearance of the disadvantages of traditional patriarchy, the disadvantages of the capitalized cost from the combination of two rights governance mode and the imperfect constituted system of the human resources management. Based on the stage of life cycle of X company of Zhangzhou, its stakeholders, principal agent cost, system mode etc., the writer puts forward some countermeasures for optimizing the governance structure of Zhangzhou X company: to choose the right management mode according to the life cycle of family enterprises, to establish "people-oriented" concept, to perfect rules and regulations, to perfect the human resource initiatives, to construct the "people-oriented" family enterprise culture and to establish a sound constraint and incentive mechanism.