外文翻譯---家族企業(yè)中成功繼承的危險(xiǎn)性

1、<p><b>　　外文文獻(xiàn)譯文</b></p><p>　　標(biāo)題：家族企業(yè)中成功繼承的危險(xiǎn)性</p><p>　　資料來源：中國日報(bào) 2010-03-01 作者：李秀娟</p><p>　　在過去的兩個(gè)世紀(jì)里,許多國家中的家族企業(yè)在增長社會(huì)財(cái)富和創(chuàng)造就業(yè)機(jī)會(huì)方面已經(jīng)做出了巨大的貢獻(xiàn)，在

2、許多經(jīng)濟(jì)發(fā)展中國家和發(fā)達(dá)國家中，成為了占領(lǐng)統(tǒng)治地位的經(jīng)濟(jì)元素。</p><p>　　根據(jù)2006年中國民營經(jīng)濟(jì)發(fā)展協(xié)會(huì)發(fā)布的關(guān)于全國總工會(huì)工業(yè)和商業(yè)的報(bào)告顯示，在2005年，私營經(jīng)濟(jì)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(jī)會(huì)。此外，在許多地方私營經(jīng)濟(jì)公司的稅收收入已經(jīng)超過該地總的財(cái)政收入的70%，然而在這些私營經(jīng)濟(jì)公司的稅收收入中，有70%是家族企業(yè)所貢

3、獻(xiàn)的。</p><p>　　然而，據(jù)調(diào)查統(tǒng)計(jì)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(dòng)力學(xué)一書中引用了一個(gè)歐盟的研究論文的觀點(diǎn)“在西歐國家演替的動(dòng)力學(xué)中，家族企業(yè)在傳給下一代時(shí)會(huì)出現(xiàn)許多障礙，其中主要是組織和個(gè)人兩個(gè)方面的原因。如果這是真的，那么為了提高業(yè)務(wù)的可行性轉(zhuǎn)讓，就應(yīng)該充分考慮如何避免潛在致命的風(fēng)險(xiǎn)，解除家族企業(yè)長遠(yuǎn)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(shí)的產(chǎn)品和服務(wù)，企業(yè)的規(guī)模大小不符，以及過時(shí)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(gè)人引起的障礙是最關(guān)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(yàn)不足導(dǎo)致的。內(nèi)特沙龍的記者，他寫了大量有關(guān)裙帶關(guān)系的報(bào)道，他指出：在一個(gè)家庭企業(yè)中，豐富的工作經(jīng)驗(yàn)是至關(guān)重要的，它能幫助繼任者加強(qiáng)他們的自我責(zé)任意識(shí)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(zhǔn)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(jìn)行預(yù)測和研究，并結(jié)合相應(yīng)的訓(xùn)練：包括逐步增強(qiáng)繼任者的管理責(zé)任意識(shí)，擴(kuò)大他個(gè)人的工作范圍，培養(yǎng)他與主要的客戶建立良好的關(guān)系，這對繼任者以后的發(fā)展是很有幫助的。</p><p>　　另外一個(gè)好的方法是制定出相應(yīng)的課程和培訓(xùn)項(xiàng)目

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

7、p>　　我們一直認(rèn)為家庭關(guān)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?yàn)榧彝コ蓡T的爭吵、欺騙或者公然的沖突引起的。家庭關(guān)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(shí)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(dān)的義務(wù)傷都有影響。在具有高度凝聚力的家庭中，父母將會(huì)花相當(dāng)多的時(shí)間和自己的孩子一起討論他們對

8、未來的期望與計(jì)劃。這種獨(dú)特的交流方式，將會(huì)鼓勵(lì)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(shí)現(xiàn)他們父母的夢想。這種欲望的產(chǎn)生，與一個(gè)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(zé)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(yīng)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(yīng)性是指如何將家庭功能作為一個(gè)單位，在遇到困難凸顯他們的靈活性，為適應(yīng)不斷變化做好準(zhǔn)備，和

9、建立正確的決策方式。在具有高度適應(yīng)性的家庭中，父母有責(zé)任鼓勵(lì)并分享做為領(lǐng)導(dǎo)的經(jīng)驗(yàn)和教訓(xùn)。這一特點(diǎn)，被認(rèn)為是使家庭成員更多的參與、關(guān)系更加密切和更加關(guān)心福利事業(yè)的業(yè)務(wù)。此外，具有高度適應(yīng)性的家庭的成員比其他人更能理解每個(gè)個(gè)體之間不同的期望和需求。這可以幫助家庭成員更好地實(shí)現(xiàn)他們的個(gè)人期望，制訂一個(gè)以承諾、負(fù)責(zé)為基礎(chǔ)創(chuàng)建的業(yè)務(wù)方面的共同愿景。更確切的說，適應(yīng)性在家族企業(yè)的發(fā)展中是一筆寶貴的財(cái)富，因?yàn)樗鼤?huì)影響企業(yè)繼承人的工作滿意度，還會(huì)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(lǐng)導(dǎo)者需要對第二代繼任者在一定程度的靈活性方面進(jìn)行相應(yīng)的練習(xí)，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(huì)影響家族企業(yè)的發(fā)展。首先，家庭適應(yīng)性被發(fā)現(xiàn)是一個(gè)積極的、重要的預(yù)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(gè)家族企業(yè)維持一

11、個(gè)具有結(jié)構(gòu)化和靈活性的家族制度是至關(guān)重要的。一個(gè)均衡的家族制度系統(tǒng)的特點(diǎn)是領(lǐng)導(dǎo)風(fēng)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(wù)，在這種情況下，決策將會(huì)在開放和共同參與的方式中進(jìn)行。這樣一種制度，才能使將來的家族企業(yè)實(shí)現(xiàn)自身的承諾和滿足感。相反，一個(gè)不平衡的家庭系統(tǒng)將會(huì)對個(gè)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(yù)知，這將會(huì)強(qiáng)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(xiàn)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