家族企業長期仰賴創辦人所累積的關係資本與信譽網絡作為經營基礎。然而，當企業進入世代傳承階段，原本依附於領導者個人的決策與信任模式，逐漸面臨延續上的挑戰。本研究以某甲級營造公司為對象，透過深度訪談家族成員、專業經理人及外部利害關係人，理解其在傳承過程中由「人治」逐步轉向「共治」的發展歷程。個案公司之制度轉型並非一蹴可幾，而是在環境變動與傳承壓力下，逐步形塑出「家族守護核心價值、經理人負責制度運作」的互補共治模式。在此過程中，企業治理由依賴個人經驗與人脈，轉向以流程、數據與專業分工為基礎的運作方式；信任基礎亦由「個人信任」逐步轉向「制度信任」，使組織運作更具穩定性與可預測性。同時，ESG 在個案公司中逐漸發揮整合作用，不僅回應外部規範，也成為家族成員與專業經理人之間的重要溝通基礎，使內外部利害關係人得以在較一致的方向下進行決策與協作。

Family-run businesses have long relied on the relational capital and reputational networks accumulated by the specific founder as their core operations. However, as these firms enter intergenerational succession, decision-making models tethered to the personal charisma of a single leader face significant sustainability challenge. Via in-depth interviews with family members, professional managers, and external stakeholders, this study examines a Class A construction company to explore the developmental trajectory from "Rule by Man" to a "Co-governance" model. Instead of an instantaneous shift, this transformation is a gradual evolution driven by succession pressures and ever-changing market environment, which eventually shapes a complementary co-governance model with the family preserves long-term core values while professional managers oversee standardized institutional operations. Throughout this transition, corporate governance shifts from a reliance on personal experience and social connections toward a system built on standardized procedures, data-driven insights, and work specialization. Correspondingly, the cornerstone of operation moves from “interpersonal trust” toward “institutional trust”, strengthening organizational stability and foreseeability. Meanwhile, the ESG principles begin to play an integrative role within the case company; this framework not only responds to external regulatory requirements but also serves as a shared communication platform between family members and professional managers, aligning internal and external stakeholders toward a unified direction for decision making and collaboration.

英文部分
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中文部分
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