• Korean small business review
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• v.39 no.1
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• pp.1-39
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• 2017

The first generation of the business that had been founded in 1960~1970s faces the situation to consider the succession of the family business developed by devotion of their whole lives in the critical timing to the next generation. In the process of selecting the party of family business succession, it is required to consider a variety of succession types including smooth transfer to the other family member or the employee of the company, selling the company, or hiring external specialist. Foreign countries acknowledge the importance of the succession in the family owned company to perform multiple studies on the influential factors to the succession, distinction, and types of family business succession; and they utilize the results for the related policy development and the support of family owned business succession. However, few studies have been conducted on the succession of the domestic family owned business and majority of them are related to the types of succession. Considering its share and influential power in the domestic economy, it is necessary to develop the guideline and the policies to solve many issues on the succession of the family owned business by systemic studies. Hence, the impact of the main characteristics in the family owned business on the types of its succession was analyzed in this study focusing on five domains of Socioemtional Wealth (SEW) in view of Behavioral Agency Theory by Gomez-Mejia et al. (2007) using the data from 540 family owned small-to-medium sized businesses so as to analyze the issues on their business succession. Upon the empirical analysis results, it was confirmed that they were influenced to the selection of succession type by family succession > internal employee succession > external succession, for the variables of social contribution which were non-financial characteristics, internal employee succession > family succession > external succession for the intellectual properties, and family succession > external succession for the management participation of the family. The distinction of social contribution were influenced the most to the selection of the succession types. Financial factors, business performance, and R&D investment variables were not significantly influenced to their selection of the succession types. In case of simultaneous management, the family succession rate was high and it showed the control effect to strengthen selecting family owned business with R&D investment, social contribution, and company history variables. The behavioral agency theory used in this study was confirmed with high explanation power on the family owned business succession. The family owned business showed the tendency to maintain SEW, and non-financial factors such as accumulated know-how and social contribution based on the long term history were significantly affected to the succession in the small-to-medium sized family owned businesses, unlike general large sized listed companies. The results of this study are expected to be helpful practically for the succession of the family owned business and to suggest the guideline for the development of governmental policy.

• 월간 기계설비
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• s.254
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• pp.54-62
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• 2011

기계설비건설업계의 성장을 이끌어온 창업세대가 세대교체 중에 있는 회원사가 늘어남에 따라 가업승계가 중요 관심사로 대두되고 있다. 정부는 중소기업의 가업승계 과정에서 발생하는 세부담을 완화하고 창업지원을 통한 투자 활성화 및 일자리 창출에 기여하기 위해 가업승계에 대한 세제지원을 지속적으로 확대해 왔다. 연간 매출액 1.500억원까지는 가업상속공제를 받을 수 있으며, 최대주주 등의 주식 또는 창업자금을 자녀에게 증여시 10% 세율로 과세하는 증여세 과세특례 제도를 2013년까지 연장했다. 본지는 정부의 중소기업 가업승계 지원 제도를 연재한다.

• The Journal of the Korea Contents Association
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• v.18 no.9
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• pp.375-389
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• 2018

A successful succession of family businesses is a very important issue that greatly affects the sustainability of the business. Among the factors affecting successful succession, the successors of the family business were identified on the entrepreneurship held by small business owners and on the management performance of the business. This study was analyzed empirically by the managers who currently run the actual business through completion of or process of succession. Successive factors were established as a place for education and succession of heirs, and entrepreneurship was divided into innovativeness, risk-taking and pro-activeness, and management performance was divided into financial and non-financial achievements. The analysis shows that the education and training of successors among succession factors have significant implications for both managerial performance and entrepreneurship, and that the success of successors has no significant impact on non-financial performance, innovativeness and pro-activeness. In addition, while the risk-taking nature of entrepreneurship was concerned with the performance of management, innovativeness and pro-activeness were not all significant. According to this study, the education and training of successors and the determination of successors in succession family businesses have a significant impact on management performance and entrepreneurship.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.4
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• pp.133-145
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• 2015

This study investigates the relationships between the characteristics of the succession process and organizational performance as well as the moderating roles of strategic HRM practices in these relationships. Data was collected from 256 successors and HR managers(128 for each) in South Korean family businesses where the succession process either had been completed or was currently underway around time of data collected and analyzed. Our results indicate that the provision of successor training is positively related to organizational performance, while the clarity of the incumbent's role after succession, communication of the decision regarding succession, and the incumbent's propensity to step aside are not significantly related to organizational performance. Further, our results confirm (a) the moderating effects of strategic staffing practices between communication of the decision regarding succession and organizational performance, and (b) the moderating effects of strategic staffing practices between the incumbent's propensity to step aside and organizational performance. The theoretical and practical implications of these findings are discussed.

• 프린팅코리아
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• s.63
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• pp.115-117
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• 2007

중소기업 가업 승계를 원활히 하기 위해 일정 요건을 갖춘 경우 상속.증여세를 감면하는 제도가 시급히 도입돼야 한다는 주장이 제기되고 있다. 이오 관련 정부에서도 중소기업의 가업승계를 원활히 할 수 있도록 세제를 개편할 움직임을 보이고 있다. 정부는 최근 이르면 내년부터 가업을 상속할 때 내는 상속세 공제한도를 '5억원 또는 상속 재산 대비 10% 이내' 로 확대하는 방안을 추진한다고 밝혔다. 김태년 의원 주최로 최근 국회에서 열린 중소기업 가업승계 지원을 위한 토론회에서 중소기업연구원 신상철 연구위원은 "상속세는 중소기업 활동에 지장을 초래하는 것을 최소화하는 방향으로 개선돼야 한다"고 말하고 "이 세제가 가업승계 저해요인이 돼선 곤란하다" 고 덧붙였다. 다음은 이날 토론회에서 신상철 박사가 발표한 내용을 요약한 것이다.

• KOREAN POULTRY JOURNAL
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• v.48 no.1
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• pp.132-134
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• 2016

최근 농촌진흥청에서 발표한 축종별 영농 승계 실태와 의식 조사에 따르면 축산 농가 경영주 10가구 중 4가구는 자녀가 일을 물려받고, 그 중 절반 이상은 승계 예정인 자녀가 현재 경영에 참여하고 있는 것으로 나타났으나 육계의 경우 승계자 보유율은 37.3%(5만수 이상 47.8%, 4만수 미만 농가 19.4%)로 조사되었다. 32.7%는 영농 승계 계획이 없다고 답해 타 축종에 비해 영농 승계율이 저조한 것으로 밝혀졌지만 꿈과 열정으로 육계업에 뛰어들어 자부심을 갖고 육계 2세로 살아가는 이들이 있다. 이번호에는 진용일 구구축산농원 대표(고양육계지부 총무)를 만나 육계 2세로의 삶의 이야기를 들어 보았다.

• Korean small business review
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• v.43 no.1
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• pp.147-164
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• 2021

This study focuses on succession in a family business which is the crucial factor affecting future and survival of a family business. Especially, the study concentrate a successor's view which is regarded as a key-player during the succession. In this study, we used AHP (Analytic Hierarchy Process) methodology to identify priorities of factors influencing succession. We divided into two-tier level. The first-tier is defined as 1) the relationship with an incumbent CEO, 2) a successor 's management ability, 3) a successor' s self-efficacy and 4) succession plan. For the second-tier of each first-tier have 3 sub-factors ; 1) the relationship with an incumbent CEO is set as level of mutual trust, sharing the vision of a company, and level of communication each other. 2) A successor 's management ability is based on business competence, education and training and interpersonal management ability, 3) a successor 's self-efficacy was set as successor' s willingness of succession, confidence of overcoming crisis and confidence of achieving objectives. Lastly, 4) a succession plan is set as finance plan, leadership transformation plan and human-organization management plan. A total of 93 questionnaires is distributed and retrieved, and 88 questionnaires are used for the study, excluding those with missing data. As a result of this study, successors selected 1) the relationship with an incumbent C.E.O. as the most important priority in the first-tier. The second is 2) a successor 's management ability, the third is 3) a successor' s self-efficacy, and the last priority is 4) a succession plan. In particular, 3 sub-factors that make up the relationship with an incumbent are the most important factors. These factors rank the first to the third in the final result.

• The Journal of the Korea Contents Association
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• v.22 no.7
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• pp.240-252
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• 2022

A lot of research has been done on the succession of family businesses. However, there has been little discussion and policy approach on the succession of small enterprise. Since '19, the government has established a policy on the concept of small enterprise succession. Therefore, the time has come for a research system to establish the concept of small enterprise succession. Accordingly, this study tried to apply it to small enterprise based on the existing discussion on family business succession. As a result, even for small business owners, the internal factors of enterprise, spirit, and craftsmanship had an important influence on succession. However, small enterprise have a characteristic that ambiguity of authority occurs because they are not yet systematized. Also, role ambiguity occurs in performing various roles, which can be viewed as a characteristic of small enterprise. Prior to empirical research on the family business succession of small enterprise, this study tried to present the basis for the need for research in this field by presenting the definition and conceptualization of small enterprise succession through case study.

• Journal of the Korea Society of Computer and Information
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• v.12 no.1 s.45
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• pp.231-242
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• 2007

This study was conducted to identify the relation of bottleneck and satisfaction factors in Korean succession companies. The final goal of this paper is finding some strategies and supporting system for Korean succession companies. According to the results of the study, we found four latent variables of the cause variables and two latent variables of the result variables. Three latent variables of the cause variables have an direct effect on two latent variables of the result variables.

• The Journal of the Korea Contents Association
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• v.21 no.2
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• pp.489-498
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• 2021

The previous researches on the succession plan have the limitation that it has focused on policies or systems at the government level to facilitate succession, or is limited to family companies. In this study, we would like to analyze the effect of the actual utilization of the succession system for small and medium-sized enterprises rather than the succession by direct families or the government's policies. We would also like to identify other situational factors that may affect this relationship to better understand the succession plan and its relationship with organizational performance. To this end, the analysis of 172 small and medium-sized enterprises in the Human Capital Enterprise Panel showed that the more practical the succession plan of small and medium-sized enterprises is used, the more positive the organizational performance is. These results suggest that small and medium-sized enterprisess succession plan can have a positive impact on organizational performance, such as implicit transfer and formation of positive impressions of companies. Furthermore, cooperative industrial relations strengthened the degree of utilization of succession plans and the positive relationship with organizational performance. Such results showed that the more cooperative the labor-management relations are, the more the successor can secure legitimacy in the process of succession planning based on trust between labor and management.