家族企业治理转型问题探究——基于美的“换帅”案例分析  

Governance and Transformation of Family Business Based on a Case Study of Changing Chairman of Midea

作　　者：邢敏[1] 王彦芳[1] 

机构地区：[1]青岛大学,山东青岛266000

出　　处：《商业经济》2014年第2期89-94,共6页Business & Economy

摘　　要：家族企业是我国经济发展中的一支重要力量。家族控制主导式治理模式使企业具有较强的向心力和合聚力,在发展初期能够减少交易成本和委托代理成本,但存在着用人机制不科学、组织结构不规范、存在继承风险等问题。家族控制主导式的治理模式向职业经理人治理企业的理想模式的转变,应从企业自身方面有规划的聘用职业经理人、完善企业激励约束机制、注重家族企业文化的创建,逐步向职业经理人治理模式转型。同时,政府也应该给予家族企业支持,完善相应的法律法规,规范职业经理人市场,促进社会信用与诚信的建设,使家族企业完成治理转型。Family business is an important force in China＇s economic development. The governance model of family control leads to strong centripetal force and cohesion. Although this model contributes to lower transaction and agency costs in the early stage of business development, it encounters problems, including unscientific personnel mechanisms, nonstandard organizational structure and inherent risks. In order to change this model to the ideal governance model of professional managers, enterprises should employ professional managers, improve corporate incentive and restraint mechanisms and build on corporate culture. Meanwhile, the government should also improve relevant laws and regulations, standardize professional manager market and promote social credit and integrity.

关 键 词：家族企业 美的换帅 治理模式 

分 类 号：F276.5[经济管理—企业管理]