지원사업
학술연구/단체지원/교육 등 연구자 활동을 지속하도록 DBpia가 지원하고 있어요.
커뮤니티
연구자들이 자신의 연구와 전문성을 널리 알리고, 새로운 협력의 기회를 만들 수 있는 네트워킹 공간이에요.
초록· 키워드
오류제보하기
The management system of Chinese family business not only has the merits on economical structure, but also has the merits on social system. Historically, there were various organizations that reign over the family system in China. Because no other organization is more reliable than family system, so there was no organization that dismissed family system.
It is very difficult for the Chinese private companies completely get out of the family business system. China does not have a lack of enterpriser or people who want to be enterprisers, but she does has a lack of people who devote themselves to the management of private companies, or moral professional managers who behaves in the right way. Mainland China lagged behind western countries in legal system, besides Chinese companies and Chinese people are bad credit risks, so it is reasonable for the owner of family business to choose an agent who is of a family member. Similarly, external human resource market has a lack of people who are faithful and have the confidence, does not have a lack of people who are capable.
There is a lack of legal supervision and control over economic activities in Mainland China. On the contrary, a cultural heritage plays an important role in modern human relationships of Chinese people. So it is not fair to wholly deny all merits of family business. It is not so fair to negate the system of family business by reason of building modern management structure. In a stage of structure development in modern enterprise, especially on the subjects of ownership, human resource employment, and distribution etc., it is possible to combine family business system with modern corporate governance.
The second chapter is one of the most important parts of this paper, and the idea of family corresponds to the root of the whole framework. Chinese people and Chinese society show strong sentiment for the idea of family. There is a lack of legal supervision of company and private person, besides the government, company and private person are not good credit risks, so Chinese cultural heritage has influences on private economy and public economy.
The third chapter presents an effective theoretical framework that analyses Chinese family business, or familistic business. Using this framework makes us promote systematical and comprehensive understanding. In the third chapter, we will discuss five sides of the family business system. The framework presented in the third chapter can be compared with the evaluation of performance, which is made in the fourth chapter. The actual analysis made in the fifth chapter can use this framework.
In the fourth chapter, we will discuss how to make an evaluation on the performance of family business. The method of evaluation presented in the fourth chapter help us to promote deeper and clear understanding. The fourth chapter presents three kinds of evaluation system. Especially, after introducing the method using financial ratio indices, through this method the evaluation of ten listed Mainland China family owned firms will be made.
In the fifth chapter, we will use the framework presented in the third chapter to analyze the management system of ten listed Mainland China family owned firms. Through this analysis, we will understand the structure of holdings, whether family members and majority shareholders are in key positions, the management systems which is chosen by family business firms, and how take countermeasures against problems caused by veteran managers, professional manager, succession in family firms. In this chapter, we will tabulate results of analysis on the management system and performance of ten listed Mainland China family owned firms to understand the relations between management systems and management performances.
It is very difficult for the Chinese private companies completely get out of the family business system. China does not have a lack of enterpriser or people who want to be enterprisers, but she does has a lack of people who devote themselves to the management of private companies, or moral professional managers who behaves in the right way. Mainland China lagged behind western countries in legal system, besides Chinese companies and Chinese people are bad credit risks, so it is reasonable for the owner of family business to choose an agent who is of a family member. Similarly, external human resource market has a lack of people who are faithful and have the confidence, does not have a lack of people who are capable.
There is a lack of legal supervision and control over economic activities in Mainland China. On the contrary, a cultural heritage plays an important role in modern human relationships of Chinese people. So it is not fair to wholly deny all merits of family business. It is not so fair to negate the system of family business by reason of building modern management structure. In a stage of structure development in modern enterprise, especially on the subjects of ownership, human resource employment, and distribution etc., it is possible to combine family business system with modern corporate governance.
The second chapter is one of the most important parts of this paper, and the idea of family corresponds to the root of the whole framework. Chinese people and Chinese society show strong sentiment for the idea of family. There is a lack of legal supervision of company and private person, besides the government, company and private person are not good credit risks, so Chinese cultural heritage has influences on private economy and public economy.
The third chapter presents an effective theoretical framework that analyses Chinese family business, or familistic business. Using this framework makes us promote systematical and comprehensive understanding. In the third chapter, we will discuss five sides of the family business system. The framework presented in the third chapter can be compared with the evaluation of performance, which is made in the fourth chapter. The actual analysis made in the fifth chapter can use this framework.
In the fourth chapter, we will discuss how to make an evaluation on the performance of family business. The method of evaluation presented in the fourth chapter help us to promote deeper and clear understanding. The fourth chapter presents three kinds of evaluation system. Especially, after introducing the method using financial ratio indices, through this method the evaluation of ten listed Mainland China family owned firms will be made.
In the fifth chapter, we will use the framework presented in the third chapter to analyze the management system of ten listed Mainland China family owned firms. Through this analysis, we will understand the structure of holdings, whether family members and majority shareholders are in key positions, the management systems which is chosen by family business firms, and how take countermeasures against problems caused by veteran managers, professional manager, succession in family firms. In this chapter, we will tabulate results of analysis on the management system and performance of ten listed Mainland China family owned firms to understand the relations between management systems and management performances.
목차
Abstract
Ⅰ. 서론
Ⅱ. 가족 사상
Ⅲ. 중국 가족 기업의 경영체제
Ⅳ. 중국 가족 기업의 퍼포먼스 평가
Ⅴ. 중국 가족 기업의 경영체제에 대한 실증분석
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