接班人是誰？被譽為「全球第一CEO」的傑克•韋爾奇(Jack Welch)於退休前七年就開始親自挑選、培養接班人；台積電董事長張忠謀表示，「不太可能有像他一樣強的接替人選」，再再顯示了企業管理者臨界退休之際會遇到的交棒困境，究竟企業該如何挑選合適的接班人，又傳承之路該如何規劃？
由於缺乏良好的接班傳承計畫，使得企業經常面臨接班的危機，這問題已經迫切影響到台灣未來的經濟發展。本教學個案的內容是台灣各大中小企業普遍都會面齡的問題，核心議題為接班人計劃，就內部接班、外部接班，如何挑選接班人，接班人計畫該如何準備、怎樣的人材才是適合企業未來挑戰適合的人選?家族接班議題又該如何取捨?究竟對於接班人的議題該如何探討?希望透過實際的個案可以更深入核心的討論。

Who is the next successor? Jack Welch (The TOP CEO's in The World) personally selected and trained successors seven years before retirement; Dr. Morris Chang (The chairman of TSMC) said, "It is unlikely that there will be a replacement candidate as strong as him." "Replacement of candidates", and then show the dilemma that enterprise managers will encounter when they retire at the moment of retirement. How should companies choose the right successor and how to plan for the path of inheritance?

Due to the lack of a good succession inheritance plan, companies often face a crisis of succession, which has already affected Taiwan's future economic development. The content of this teaching case is that the major SMEs in Taiwan choosing appropriate successor for enterprise CEO. The core issue is the succession plan. The internal succession, external succession, how to choose the successor, the succession plan how to prepare, what kind of talent the candidate should equipped to deal with the future challenges of the company? How to choose the family succession issue? How to discuss and investigate the issue of the successor? I hope that the actual case can deepen the core discussion.

目錄
論文摘要 I
Abstract II
誌謝 III
目錄 IV
圖目錄 V
表目錄 V
個案本文 1
教學手冊 12
參考文獻 32

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