The Authority Construction Of The Second-generation Successor And Its Influence On The Performance Of The Family Enterprise

The intergenerational inheritance of the family business in our country has entered a peak period,and "father-son succession" has become the main mode inherited at present.In this mode of inheritance,the authority of the second-generation successor is related to the development of the family business.Therefore,it is of great theoretical and practical significance to realize the authoritative establishment of the second-generation successor so as to effectively improve enterprise performance and help the family-owned enterprises to make a smooth transition.Based on the four-stage life cycle model,the four-stage role model and the authoritative theory,this paper constructs the four-factor influencing mechanism model of second-generation successor's authority,deduces the construction mechanism of four dimensions of knowledge acquisition,role cognition,inheritance planning and social capital on different dimensions of authority.In the four stages of life cycle,and deduced the second generation successor authority to establish the impact of organizational performance on the mechanism.On this basis,this paper compares and analyzes the authoritative construction methods and corporate performance of two cases of New Hope Liuhe and Runtu,and demonstrates the influence of authoritative construction methods on the performance of enterprises.The research results show that: First,the establishment of the second generation successor authority needs to proceed from four dimensions: statutory authority,position authority,competence authority,and individual authority.Second,good second-generation successor's authority is conducive to reducing the fluctuation of family-owned enterprises' performance during the intergenerational succession and the smooth transition of the family-owned enterprises.Based on the above conclusions,this paper proposes that the next two generations should maintain effective communication and promote the successful conversion of roles.The founders should help the second-generation successor to resolve the conflicts and foster their cronies.The second-generation successor should pay attention to the accumulation of social capital help family businesses that are about to enter or are in the intergenerational succession phase of intergenerational transition.