本個案論文是以哈佛式個案撰寫，論文包括個案本文和教學指引手冊兩部分。個案本文探討企業尋求成長與接班的發展歷程中，當一代不放手，二代不接手的情況下，非家族成員的專業經理人如何進行企業的接班傳承呢？中年轉職的專業經理人空降進入新組織時，如何運用組織變革理論，來調整其領導風格以融合家長式領導的精神呢?如何運用衝突理論以面對組織各種衝突，及在企業傳承接班的過程中，如何運用接班人計畫與代理人理論使接班能順利進行。
透過教師引導個案實例之發展，帶領學員探討:中年轉職的專業經理人如何進行生涯規劃評估？在面對產業特性與領導模式大不同的情況下，專業經理人如何順利推動組織變革？需如何將變革中產生的衝突轉化為正向動力呢？期望本個案論文可提供給中年職場轉職者的職涯規劃參考，及企業人力資源部門和高階管理者的經營管理思考。

This thesis is written by Harvard case study method which including two parts: a "Case Study" and the "Teaching Note". This case study explores the development process of enterprises seeking growth and succession. When the founder is still in power, and the next generation doesn’t take over, then how to pass down through professional managers who are not family members of the company? How do middle-aged outside professional managers apply organizational change theory to adjust their leadership style to integrate the spirit of paternalistic leadership when they in a new organization? How to apply conflict theory to deal with various conflicts in the organization, and how to use succession planning and agent theory to make succession effective in the process of corporate succession.
Through the development of case studies guided by teachers, students are led to discuss: How do middle-aged professional managers conduct career planning assessments? Facing the significantly different characteristics of the industry and the leadership model, how can middle-aged professional managers successfully promote the transform of organization? How to turn conflicts that arise from change into positive momentum? It is hoped that this case will provide new and deeper insights for middle-aged employee to do well career planning as well as provide valuable implications and management thinking for human resources departments and firms top managers.

中文
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