外文翻譯---家族企業(yè)中成功繼承的危險性

1、<p><b>　　外文文獻譯文</b></p><p>　　標題：家族企業(yè)中成功繼承的危險性</p><p>　　資料來源：中國日報 2010-03-01 作者：李秀娟</p><p>　　在過去的兩個世紀里,許多國家中的家族企業(yè)在增長社會財富和創(chuàng)造就業(yè)機會方面已經(jīng)做出了巨大的貢獻，在

2、許多經(jīng)濟發(fā)展中國家和發(fā)達國家中，成為了占領統(tǒng)治地位的經(jīng)濟元素。</p><p>　　根據(jù)2006年中國民營經(jīng)濟發(fā)展協(xié)會發(fā)布的關于全國總工會工業(yè)和商業(yè)的報告顯示，在2005年，私營經(jīng)濟的總收入占國內(nèi)生產(chǎn)總值(GDP)的65%左右，在第二、第三產(chǎn)業(yè)的企業(yè)中，提供了大約84.1%的就業(yè)機會。此外，在許多地方私營經(jīng)濟公司的稅收收入已經(jīng)超過該地總的財政收入的70%，然而在這些私營經(jīng)濟公司的稅收收入中，有70%是家族企業(yè)所貢

3、獻的。</p><p>　　然而，據(jù)調(diào)查統(tǒng)計顯示只有30%的家族企業(yè)成功地轉(zhuǎn)接到第二代，甚至只有14%的家族企業(yè)可以延續(xù)經(jīng)營到第三代。赫伯特·紐鮑爾在他的動力學一書中引用了一個歐盟的研究論文的觀點“在西歐國家演替的動力學中，家族企業(yè)在傳給下一代時會出現(xiàn)許多障礙，其中主要是組織和個人兩個方面的原因。如果這是真的，那么為了提高業(yè)務的可行性轉(zhuǎn)讓，就應該充分考慮如何避免潛在致命的風險，解除家族企業(yè)長遠發(fā)展的阻礙

4、。</p><p>　　其中的障礙包括：組織上的屏障包括過時的產(chǎn)品和服務，企業(yè)的規(guī)模大小不符，以及過時的企業(yè)的管理和組織結(jié)構(gòu)。的確，在企業(yè)的繼承過程中，由某一特定個人引起的障礙是最關鍵的，也是亟待解決的。主要的爭議或問題的產(chǎn)生是由于繼任者在經(jīng)營和管理方面的經(jīng)驗不足導致的。內(nèi)特沙龍的記者，他寫了大量有關裙帶關系的報道，他指出：在一個家庭企業(yè)中，豐富的工作經(jīng)驗是至關重要的，它能幫助繼任者加強他們的自我責任意識以及提前

5、做好將要在經(jīng)營公司中遇到并解決問題和困難的準備。</p><p>　　根據(jù)羅伯特H·布羅克豪斯多所寫的《家族企業(yè)成功論》一書：建議家族企業(yè)紛紛對自己公司的未來進行預測和研究，并結(jié)合相應的訓練：包括逐步增強繼任者的管理責任意識，擴大他個人的工作范圍，培養(yǎng)他與主要的客戶建立良好的關系，這對繼任者以后的發(fā)展是很有幫助的。</p><p>　　另外一個好的方法是制定出相應的課程和培訓項目

6、計劃來提高繼任者的水平。比如一個良好的教育背景，相關的外部工作經(jīng)驗以及對內(nèi)部的熟悉和適應，這些都是家族企業(yè)在制定繼任計劃時所要考慮到的的關鍵要素。</p><p>　　另外一個在繼任計劃中很重要的因素是旨在檢查家庭關系。這也就是說：“家族企業(yè)是人際關系的業(yè)務”或“人際關系是家族企業(yè)的核心”。一個家庭制度的關鍵要素是家庭成員之間的社會關系，它通常在家族企業(yè)經(jīng)營業(yè)務的操作上最具有影響。</p><

7、p>　　我們一直認為家庭關系對于家族企業(yè)的成功與否不是太重要，直到我們親自見證了企業(yè)中發(fā)生的巨變，都是因為家庭成員的爭吵、欺騙或者公然的沖突引起的。家庭關系對于第二代繼任者在家族企業(yè)經(jīng)營中所表現(xiàn)出來的的態(tài)度和行為有著實質(zhì)性的巨大影響。</p><p>　　研究發(fā)現(xiàn)，家庭凝聚力對繼任家族企業(yè)的第二代人在處事的態(tài)度和承擔的義務傷都有影響。在具有高度凝聚力的家庭中，父母將會花相當多的時間和自己的孩子一起討論他們對

8、未來的期望與計劃。這種獨特的交流方式，將會鼓勵孩子們產(chǎn)生繼續(xù)很好地經(jīng)營家族企業(yè)的欲望，來實現(xiàn)他們父母的夢想。這種欲望的產(chǎn)生，與一個高度忠誠和凝聚力的家庭掛鉤，它激發(fā)了孩子們對企業(yè)的高度責任感。然而，有研究表明，家庭凝聚力對于繼任家族企業(yè)的第二代人對家庭適應性的工作滿意度的影響和承諾并不是很重要的。</p><p>　　家庭適應性是指如何將家庭功能作為一個單位，在遇到困難凸顯他們的靈活性，為適應不斷變化做好準備，和

9、建立正確的決策方式。在具有高度適應性的家庭中，父母有責任鼓勵并分享做為領導的經(jīng)驗和教訓。這一特點，被認為是使家庭成員更多的參與、關系更加密切和更加關心福利事業(yè)的業(yè)務。此外，具有高度適應性的家庭的成員比其他人更能理解每個個體之間不同的期望和需求。這可以幫助家庭成員更好地實現(xiàn)他們的個人期望，制訂一個以承諾、負責為基礎創(chuàng)建的業(yè)務方面的共同愿景。更確切的說，適應性在家族企業(yè)的發(fā)展中是一筆寶貴的財富，因為它會影響企業(yè)繼承人的工作滿意度，還會大幅提

10、高繼承人對組織的承諾性和忠誠度。工作滿意度、組織承諾性有著顯著弊端，就是繼任者很難保持。這樣，家族企業(yè)的領導者需要對第二代繼任者在一定程度的靈活性方面進行相應的練習，這也是為了讓后者有長期經(jīng)營公司的意愿和不斷努力使公司在生意上取得成功。</p><p>　　有幾種原因可能會影響家族企業(yè)的發(fā)展。首先，家庭適應性被發(fā)現(xiàn)是一個積極的、重要的預測因素，影響工作滿意度、組織承諾和對生活的滿意度。這暗示著，一個家族企業(yè)維持一

11、個具有結(jié)構(gòu)化和靈活性的家族制度是至關重要的。一個均衡的家族制度系統(tǒng)的特點是領導風格更加的民主、開放，更加廣泛的交流和更加明確的分配的任務，在這種情況下，決策將會在開放和共同參與的方式中進行。這樣一種制度，才能使將來的家族企業(yè)實現(xiàn)自身的承諾和滿足感。相反，一個不平衡的家庭系統(tǒng)將會對個體施加控制和影響力，在發(fā)揮角色定義和做決策方面也不可預知，這將會強烈影響家族第二代的承諾和滿意度，從而使家族企業(yè)無法正常繼續(xù)發(fā)展。</p>&l

12、t;p><b>　　外文文獻原文</b></p><p>　　Title：Succeeding in the family business can be a hazardous affair</p><p>　　MateriaSource:ChinaDaily Updated:2010-03-01 Author: Jean Lee&

13、lt;/p><p>　　Over the past two centuries, family enterprises have made great contributions to the growth of wealth and creation of job opportunities in many countries, becoming the dominant economic elements of

14、developing and developed economies.</p><p>　　According to the China Private Economy Development Report released by the All-China Federation of Industry & Commerce in 2006, private economy accounted for a

15、round 65 percent of China's gross domestic product (GDP) in 2005 and provided 84.1 percent of job opportunities in second and third-tier industries. Furthermore, the tax revenue of private companies has been more tha

16、n 70 percent of the fiscal revenue of many places where 70 percent of the private economy is made up of family enterprises.</p><p>　　However, it's estimated that only 30 percent of family enterprises wil

17、l continue successfully in the hands of the second generation and only 14 percent survive into the third generation. An EU research paper quoted by Herbert Neubauer in the book The Dynamics of Succession in Family Busine

18、sses in Western European Countries said there would be obstructions, including organizational and individual barriers, when family enterprises are handed down to the next generation. If that is true, the feasib</p>

19、<p>　　The barriers</p><p>　　Organizational barriers include outdated products and services, the inappropriate scale of the enterprise and obsolete management and organizational structures. Indeed, the

20、 barrier created by a specific individual is the key area to be addressed in the succession process. The main complaint or problem caused by this is that the successors are inexperienced in business and management。The jo

21、urnalist Sharon Nelton, who has written extensively about nepotism, pointed out that experience working beyo</p><p>　　According to Robert H. Brockhaus, in his book Family Business Succession: Suggestions for

22、 Future Research, training within one's own family enterprise, including the gradual increase of management responsibilities, expands the range of a person's work. Also establishing relations with major clients i

23、s valuable for the cultivation of successors.</p><p>　　Another good approach is to send successors on relevant courses and training programs. An excellent education background, relevant external work experie

24、nce as well as internal induction programs are key elements in the succession planning of family enterprises.</p><p>　　Another important dimension in succession planning is to examine the family relationship

25、，It is said, "Family business is the business of relationships" and "Relationships are at the heart of family business". The key element of a family system, which usually has the strongest influence o

26、n the operation of business, is the social ties among family members.</p><p>　　Family relationships may not appear to be too important to the success of a family business until we witness the unraveling of a

27、 great organization due to family bickering, backbiting or outright conflict. Family relationships do have a substantial influence on the attitude and behavior of the second generation working in family businesses.</p

28、><p>　　Research has found that family cohesion has an impact on the attitude and commitment of the second generation who stay in a family business。In highly cohesive families parents spend considerable time dis

29、cussing their future expectations and plans with their children. This particular kind of communication encourages the children's desire to fulfill their parents' dreams of continuing the business. This desire, co

30、upled with a high degree of loyalty found in highly cohesive families, increases the </p><p>　　Family adaptability refers to how the family functioned as a unit, their flexibility in meeting difficulties, a

31、readiness to adjust to changes, and the manner of making decisions. In highly adaptable families, parents encourage the sharing of leadership responsibilities. This characteristic is believed to make family members more

32、involved with and concerned about the well-being of the business. In addition, highly adaptable families improve the skills of members in understanding the differences </p><p>　　There are several implication

33、s for family business owners. Firstly, family adaptability is found to be a positive and significant predictor of organizational commitment, work satisfaction and life satisfaction. It implies that maintaining a structur

34、ed and flexible family system is crucial to a family enterprise. A balanced family system is characterized by a more open leadership style, more open communication and sharing of roles which are more clearly defined. Dec