家族企業的傳承在近年來成為眾所矚目的經管課題，如何在這個競爭激烈的環境中生存下去，重新思考家族企業的傳承和創新管理是傳承課題中的重心。在家族餐飲企業傳承繼任的過程中，創辦人與繼任者是最重要的核心；家族餐飲企業模式的傳承一直是子承父業或師徒制的傳承模式，而企業創辦人通常也兼具師傅的雙重身分。然而，對於下一代繼任者的家族關係、技藝傳承、領導能力以及繼任者時程的有效規劃，所衍生出之繼任者選擇及如何選擇最好的時間讓下一代接管，已成為家族餐飲企業傳承面臨傳承問題的重大困境。
本研究提出了一種混合多屬性決策方法，並根據文獻回顧和專家評估探討家族餐飲企業傳承的成功關鍵因素並建立構面/準則。本研究結合關注度與重要度分析（Attention and Importance Analysis, AIA）技術和決策試驗與實驗評估（Decision Making Trial and Evaluation Laboratory, DEMATEL）方法，旨在討論家族餐飲企業的傳承關注度和傳承重要度。混合模型可以幫助決策者了解關鍵屬性的相互關係，並確定家族餐飲企業的傳承策略。這項研究將以家族餐飲業為例，以證明所提出模型的有效性，用於說明家族餐飲企業傳承與治理的可持續性計劃模式。根據研究結果，我們將為家族餐飲企業提供一些繼承策略和建議。本研究的貢獻有助於繼任者訂定未來發展策略以及對家族餐飲產業找出新的發展契機。

Succession of family business is getting its prominence in business administration research in recent years. How to survive in a competitive environment is an essential problem for the succession and innovation management of family businesses. In the succession process of family catering businesses, the founder and successor are the most important roles. The family catering business model has always been the succession model of son succession father's business or apprenticeship, and founders are usually recognized as dual identities of craftsmanship. Major dilemmas for the succession of family catering businesses include family succession, skills succession, leadership core competence, effective planning of the successor's timetable, the choice of heirs, and the best time for succession.
This study proposes a hybrid multi-attribute approach to explore the key successful factors of family catering business succession, which based on literature review and experts’ assessments. Combining AIA (Attention and Importance Analysis) and DEMATEL (Decision Making Trial and Evaluation Laboratory) methods, this study aims at discussing the succession attention and succession importance of family business. The hybrid model can assist decision-makers understand the interrelationship of the key attributes and determine the succession strategies for family business. This study would use family catering business as an empirical example to demonstrate the usefulness of the proposed model and to illustrate the sustainable planning model of family catering business succession and governance. According to the results of the study, we would provide some succession strategies and suggestions for family catering businesses. Our contributions rely on assisting successors to determine future development strategies and find new development opportunities for the family catering industry.

謝誌 i
摘要 ii
Abstract iv
目次 vi
表目次 viii
圖目次 x
第一章 緒論 1
第一節 研究背景與動機 2
第二節 研究目的 2
第三節 研究對象與範圍 3
第四節 研究流程與方法 4
第五節 小結 5
第二章 文獻綜述 6
第一節 家族企業的定義與特性 6
第二節 影響家族餐飲企業傳承與治理的因素 7
第三節 家族餐飲企業傳承和治理評估系統之四大構面 10
第四節 文獻小結 18
第三章 研究方法 21
第一節 研究架構與模式建構 21
第二節 關注度和重要度分析（Attention and Importance Analysis, AIA） 25
第三節 關注度與重要度分析-網絡關聯圖分析（Attention Importance Analysis-Network Relation Map, AIA-NRM） 28
第四節 定義最適的傳承改善路徑 28
第五節 多屬性決策方法（Multiple Attribute Decision Making, MADM） 29
第六節 決策試驗與實驗評估法（Decision Making Trial and Evaluation Laboratory, DEMATEL） 30
第七節 小結 33
第四章 實證分析與討論 35
第一節 家族餐飲企業傳承與治理評估分析 35
第二節 關注維度和重要維度分析（Attention and Importance Analysis, AIA） 41
第三節 家族餐飲產業傳承與治理的AIA-NRM分析 46
第四節 AIA-NRM對家族專屬資源（FR）的分析 51
第五節 AIA-NRM對企業制度（ES）的分析 53
第六節 AIA-NRM對組織結構（OS）的分析 56
第七節 AIA-NRM對決策者特質與能力（DA）的分析 58
第八節 四大構面最適的傳承改善路徑 60
第九節 討論與建議 61
第五章 結論與建議 67
第一節 研究結論 67
第二節 研究建議 68
第三節 研究限制與未來發展方向 72
參考文獻 73
一、中文部分 73
二、英文部分 73
附錄 家族餐飲企業傳承與治理專家問卷 84

 
表目次
表2 1 領導者之五大人格特質說明表 16
表2 2 家族餐飲企業傳承與治理評估構面／準則說明表 20
表4 1 回收樣本基本資料次數統計表 37
表4 2 問卷四大構面之信度分析 38
表4 3 家族餐飲企業傳承與治理評估表 40
表4 4 初始影響矩陣表（A） 42
表4 5 直接影響矩陣表（D） 42
表4 6 重要影響程度比較表 43
表4 7 間接影響矩陣表（ID） 43
表4 8 總影響矩陣表（T） 44
表4 9 總影響程度比較表 45
表4 10 淨關聯影響（支配）矩陣 45
表4 11 關注度和重要度分析（AIA）方法分析表 48
表4 12 家族餐飲產業傳承策略表 50
表4 13 家族專屬資源（FR）構面的改善策略表 51
表4 14 家族專屬資源（FR）構面最適改善路徑表 53
表4 15 企業制度（ES）構面的改善策略表 54
表4 16 企業制度（ES）構面最適改善路徑表 55
表4 17 組織結構（OS）構面的改善策略表 56
表4 18 組織結構（OS）構面最適改善路徑表 58
表4 19 決策者特質與能力（DA）構面的改善策略表 59
表4 20 決策者特質與能力（DA）構面最適改善路徑表 60
表4 21 構面最適改善路徑表 61
表4 22 家族餐飲企業傳承策略評估構面最適改善路徑表 66

 
圖目次
圖3 1 家族餐飲企業傳承與治理研究結構圖 23
圖3 2 關注度和重要度分析AIA方法的概念 27
圖4 1 傳承與治理的NRM網絡關聯圖 46
圖4 2 關注度與重要度分析（Attention and Importance Analysis, AIA）圖 49
圖4 3 傳承與治理的AIA-NRM網絡關聯圖 50
圖4 4 家族專屬資源與網絡關聯圖分析（AIA-NRM）模式 52
圖4 5 企業制度與網絡關聯圖分析（AIA-NRM）模式 54
圖4 6 組織結構與網絡關聯圖分析（AIA-NRM）模式 57
圖4 7 決策者特質與能力與網絡關聯圖分析 （AIA-NRM）模式 59

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