中小型企業在台灣代表著經濟支柱的象徵，然而，許多中小型企業目前正面臨接班的問題。本研究主要以國內某營建業面臨接班時，所規劃的接班人流程，從接班意圖、審視公司劣勢、挑選接班人到接班人培養、績效評估的分析。
本研究將此個案公司作為國內營建產業的縮影，導入系統性模式分析此產業在尋求接班人的意圖為何，如何挑選正確的接班人並加以培養的過程，並以個案研究法的方式，搜集歷年資料並訪談公司當事人，以當事人對話為主，側面觀察法為輔，加以整理並分析後所得。
個案公司規模不大，組織營運卻從三十年來未調整、改變過，面對股東老化的危機，股東意識到必須尋找下一代接班人來幫助企業永續經營。在保有公司核心價值下，股東們想要找尋一個能夠補足公司缺口的接班人，並接受些許的組織調整。雖然一開始尋找接班人處處碰壁，在因緣際會下，個案公司之股東們挖角了外部專業經理人來延續公司的價值。
透過「做中學」的培養方式引導接班人以及定期檢討改善、協調的流程，股東們一步一腳印的帶領接班人步入軌道。此為接班人將組織內部管理機制改良、減少公司不必要的成本、也擴大公司業務量，成功增加了企業的核心競爭力。
本研究的結論為：1. 公司接班人需要一套系統性模式輔助進行，讓公司釐清自身優劣勢，並且了解公司人才缺口，此作法可以幫助公司尋找適當的人才。2. 在培訓接班人時應該適時賦權給接班人，不強求其按照公司既有的制度
II
去行事，才能幫助公司打破昔日困境。3. 提供接班人的成效給後續研究者，分析此個案之關鍵成功因素為何，作為後續研究的參考。

Small and Medium Enterprises play an important role in Taiwan, they help Taiwan’s economy be developed. However, these SMEs currently face a tricky issue that relates to successor selection.
This article focuses on the processes of selecting successors, measuring the selecting intentions, selecting factors, and the cultivating process of an SME. Besides, this article also analyzing the pros and cons of this SME, recording the implement methods then providing the performances of this successor program. The SMEs in this article is a miniature of Taiwan construction industry, it designs a succeeding program which based on the succession planning model of Rothwell. By executing this project to analyze how the performance is and where can be improved. The outcomes were measured by in-depth interviews, through collecting the thinking of senior executives of this SME then arranging information to get results.
The scope of this SME is not that large and remains the management principles for approximately 30 years that might be a fatal obstacle for them to sustain their company. At that time, the shareholders noticed that they demand someone from the next generation who could reformate the organization. They selected some candidates from the organization in the beginning, because they hoped the vision and mission in the organization might not be changed too much. However, none of these candidates are suitable as a successor, then the shareholders of this company turn into headhunting someone else in the construction industry. A few years later, an expert, fortunately, is hired in this company and they started to cultivate this successor.The key to the cultivating process is learning from experiences, which leads the successor to adjust the way he did in the wrong direction. In addition to this, shareholders of this company also accompany this successor getting on track, not only teach him how to run business in this industry but empower him to manage employees.
A year later, this successor constitutes an employee manual for this company, helps it to reorganize the internal environment and the organization's culture. Moreover, the successor reduced the costs of unnecessary items to raise the budget for expanding business scopes. These performances result in increasing the company's core competences and have more Competitiveness in the construction industry.
The conclusion of this article is 1. When a company has a demand in searching successors, follow the systematic model could let this company have a clear idea about its advantages and disadvantages before seeking the correct one who with needed abilities. 2. The most important thing about education is to empower the successor, forced him to follow the organization's disciplines might lead him afraid to present his strengths. 3. This article sorts out information about this program's performances and some essential factors that could provide readers some worth messages when someone attempts to do further researches.

中文部分
于宗先、王金（2000），中小型企業的成長，台北市：聯經，初版，15-19。
潘鳳文（2005），台灣家族企業傳承之個案研究（碩士論文），台灣碩博士論文加值系統。
張正岳（2005），影響營造業在低價競爭之產業選擇策略分析研究，國立交通大學機構典藏。
張鐵軍、張燕宜（2010），現代人力資源管理，第一數位科技股份有限公司。
葉至誠、葉立誠（2012）研究方法與論文寫作，新北市：商鼎。
劉倚君（2017），台灣漸進式退休制度建置之研究（碩士論文），國立高雄應用科技大學博碩士論文系統。
經濟部中小型企業處（2018），2018年中小型企業白皮書，台北：經濟部發行。
陳禎憶（2018），接班模式對於接班過渡期公司穩定性高低、接班後公司發展策略走向之影響與接班績效間之關聯性探索-以國內家族企業個案分析為例，國立臺灣大學管理學院國際企業學系暨研究所之碩士論文。
英文部分
Churchill, N.-C.et K-J. Hatten（1987）. Non-market based transfers of wealth and power: a research framework for family business. American Journal of Small Business, no.13: 51-64
Hall, D.T.（1986）.Dilemmas in linking succession planning to individual executive learning. Human Resource Management, 25（2）,235-265
44
Rhodes. D.W.（1988）,Succession planning- Overweight and underperforming. Journal of Business Strategy, 9（6）:62-64
Rothwell（2005）.Effective succession planning: Ensuring leadership continuity and building talent from within. AMACM Div American Mgmt Assn.
網站部分
全國法規資料庫（https://law.moj.gov.tw/LawClass/LawAll.aspx?PCode=J0140003）
游舒帆（2016）。中高階主管該如何培養自己的接班人？ 2020年2月取自
（https://www.managertoday.com.tw/columns/view/52101）
郭振昌（2019），漸進式退休該作為年金改革的選項嗎？ 台灣新社會智庫。2020年2月取自（http://www.taiwansig.tw/index.php/%E6%94%BF%E7%AD%96%E5%A0%B1%E5%91%8A/%E7%A4%BE%E6%9C%83%E5%AE%89%E5%85%A8/8220-%E6%BC%B8%E9%80%B2%E5%BC%8F%E9%80%80%E4%BC%91%E8%A9%B2%E4%BD%9C%E7%82%BA%E5%B9%B4%E9%87%91%E6%94%B9%E9%9D%A9%E7%9A%84%E9%81%B8%E9%A0%85%E5%97%8E%EF%BC%9F）
朱晉輝（2019）。成功接班、版圖過張，如何打開經營視野。2020年2月取自（https://www.businesstoday.com.tw/article/category/154768/post/201910160014/%E6%88%90%E5%8A%9F%E6%8E%A5%E7%8F%AD%E3%80%81%E7%89%88%E5%9C%96%E6%93%B4%E5%BC%B5%E3%80%80%E5%A6%82%E4%BD%95%E6%89%93%E9%96%8B%E7%B6%93%E7%87%9F%E8%A6%96%E9%87%8E%EF%BC%9F）
45
李俊德（2012）。中小型企業財務錦囊，出版社：金融研訓，2020年2月取自（http://service.tabf.org.tw/fbs/Doc/Preview/66165.pdf）
蘇宇暉、羅凱揚（2019）。質化研究與量化研究的差異。2020年2月取自（https://medium.com/marketingdatascience/%E8%B3%AA%E5%8C%96%E7%A0%94%E7%A9%B6%E8%88%87%E9%87%8F%E5%8C%96%E7%A0%94%E7%A9%B6%E7%9A%84%E5%B7%AE%E7%95%B0-84fd5b0ba4a8）
林伯翰（2008）。質化研究的研究方法。2020年2月取自（http://ir.lib.pccu.edu.tw/retrieve/63691/%E6%9E%97%E4%BC%AF%E7%BF%B007.pdf）