家族企業接班一直是企業永續經營的重要議題。既有研究多聚焦於接班規劃、治理機制、所有權移轉及接班正當性等制度性議題，強調正式權力如何完成交接。然而，接班人如何在組織中建立來自成員自願認可的威望（Prestige），以及威望如何在實際經營歷程中逐步形成，相關研究仍相對不足。特別是缺乏對於「新事業如何促進接班人威望形成」之完整理論解釋。本研究以家族企業接班人為研究對象，探討接班人如何透過新事業逐步建立威望，並建構其威望形成之社會建構歷程。本研究採質性研究法，針對一家臺灣家族企業之五個新事業單位為研究個案，經訪問11人33人次66小時後進行分析，歸納接班人威望形成的關鍵歷程與作用機制。研究結果顯示，接班人威望並非源自家族身分、正式職位或制度授權，而是在新事業發展過程中，透過組織成員持續互動與社會評價所逐步形成的社會建構結果。本研究進一步提出六項命題：(1) 當接班人主導的新事業具有較高的當責性、較高的成果可見性，且需在不同於本業既有經營模式的情境下，自行整合並運用資源時，越有助於接班人養成並展現機會辨識能力、策略決策能力與風險承擔能力。(2) 當接班人展現較強的機會辨識能力、策略決策能力、資源整合能力與領導能力時，其所創造的成果與績效越容易被組織成員觀察與評價，有助於提升組織成員對接班人專業能力的認可。(3) 當接班人透過展現能力的同時，亦應能展現誠信、責任感與長期承諾等，以提升組織成員對接班人的道德可信度，有助於接班人將能力轉化為穩定的威望。(4) 當組織成員願意主動支持、追隨並公開認可接班人時，其威望將更容易形成，並逐步擴展成為接班人在組織中的影響力，進而穩定威望。(5) 當接班人持續展現累積的能力、績效與價值承諾時，其威望係透過成員的正向評價、組織的資源支持、與追隨者擴散而持續累積，進而不斷強化與穩定的過程。(6) 當接班人於新事業發展過程中持續累積機會辨識、策略決策、資源整合、領導協調與風險承擔等能力時，其威望將更容易形成並持續提升。本研究的理論貢獻在於突破過去家族企業接班研究偏重正式制度安排與權力移轉的觀點，提出新事業作為接班人威望形成場域的新觀點。本研究提出接班人威望形成的歷程模型，補充且深化既有理論對於威望如何形成之歷程解釋，拓展威望理論於家族企業接班情境中的應用。本研究並提出對家族企業相關的管理意涵，新事業不應僅被視為企業成長策略，更應作為培育接班人能力、累積威望與建立領導基礎的重要制度安排。透過賦予接班人主導新事業的機會，使其在高度不確定性的情境中累積可觀察成果，將有助於組織成員重新認識其能力，進而逐步建立來自組織內外部的尊敬、信任與支持，提升接班歷程的穩定性與企業永續發展的可能性。

Family business succession has long been an important issue in ensuring business continuity and sustainability. Existing research has largely focused on institutional issues such as succession planning, governance mechanisms, ownership transfer, and succession legitimacy, emphasizing how formal authority and power are transferred from one generation to the next. However, relatively little attention has been paid to how successors develop prestige based on the voluntary recognition of organizational members and how such prestige gradually emerges through the actual process of managing a business. In particular, a comprehensive theoretical explanation of how new business ventures facilitate the formation of successor prestige remains limited.
This study focuses on successors in family businesses and examines how successors gradually develop prestige through new business ventures, with the aim of constructing a social construction process model of successor prestige formation. A qualitative research approach was adopted, using five new business units within a Taiwanese family business as case studies. Data were collected through interviews with 11 participants, involving 33 interview sessions and a total of 66 hours of interviews. The data were analyzed to identify the key processes and mechanisms underlying successor prestige formation.

The findings indicate that successor prestige does not primarily originate from family status, formal positions, or institutional authority. Rather, it emerges as a socially constructed outcome through continuous interaction and social evaluation among organizational members during the development of new businesses. Based on the cross-case analysis, this study develops six propositions.

First, when a new business venture led by a successor involves a high level of accountability and high visibility of outcomes, while requiring the successor to integrate and utilize resources independently in a context that differs from the established business model of the core business, it is more conducive to the development and demonstration of the successor's opportunity recognition, strategic decision-making, and risk-taking capabilities.
Second, when successors demonstrate strong opportunity recognition, strategic decision-making, resource integration, and leadership capabilities, the outcomes and performance they create are more readily observed and evaluated by organizational members, thereby enhancing members' recognition of the successor's professional competence.
Third, when successors demonstrate not only their capabilities but also integrity, a sense of responsibility, and long-term commitment, organizational members are more likely to perceive the successors as morally credible, thereby facilitating the transformation of demonstrated capabilities into stable prestige.
Fourth, when organizational members voluntarily support, follow, and publicly recognize a successor, the successor's prestige is more likely to emerge and gradually expand into organizational influence, thereby reinforcing and stabilizing prestige.
Fifth, when successors continuously demonstrate accumulated capabilities, performance, and value commitments, their prestige continues to accumulate through members' positive evaluations, organizational resource support, and the diffusion of followers, thereby reinforcing and stabilizing their prestige over time.
Sixth, when successors continuously accumulate opportunity recognition, strategic decision-making, resource integration, leadership coordination, and risk-taking capabilities throughout the development of new business ventures, their prestige is more likely to emerge and continuously increase.

The theoretical contribution of this study lies in moving beyond the conventional emphasis on formal institutional arrangements and power transfer in family business succession research by proposing a new perspective that conceptualizes new business ventures as a social arena for successor prestige formation. This study develops a process model of successor prestige formation, thereby supplementing and deepening existing theoretical explanations of how prestige emerges over time and extending the application of prestige theory to the context of family business succession.

This study also provides several managerial implications for family businesses. New business ventures should not be viewed merely as strategies for organizational growth, but also as important organizational arrangements for developing successor capabilities, accumulating prestige, and establishing a foundation for leadership. By providing successors with opportunities to lead new business ventures, family businesses can enable them to develop capabilities and generate observable outcomes under conditions of uncertainty. Such experiences can help organizational members develop a new understanding of the successor's capabilities and gradually establish respect, trust, and support from both internal and external stakeholders. Ultimately, this process may contribute to a more stable succession process and enhance the prospects for long-term business continuity and sustainability.

壹、    中文部分
 
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