2

:




-
-
-

-
-
-

-
-
- Sindell

(Business Model)
1.


Business Model

Business Model

( , 2550: 11)
(2549: 164)



(2550: 11) Business Model Business
Model




2. Business Model
(2550: 22-25) Business Model


Business Model
1. Value Proposition
(Utility)
(Satisfaction)

2. Market Segments

(Utility)
(Satisfaction)
3. Distribution Channels


4. Customer Relationship

(Customer
Relationship Management)
5. Value Configurations



6. Core Capabilities
Business Model
7. Partner Network



8. Commercialized Network
Supplier, Dealer,
Distributor, Retailer, Creditor
9. Cost Structure

10. Revenue Model

Business Model

10

Business Model Business

Model
Business Model Value Proposition

Market Segments

Distribution Channels
Cost Structure

Revenue Model


Business Model


BusinessModel Business Model
Business Model
Business Model

Business Model

3.
Allan Afuah (2004: 2-9 , 2549: 164-166)

2 (Industrial
Factors) (Firm-Specific Factors)
1. (Industrial Factors)
1.1 (Competitive Force)

11

1.2 (Cooperative Force)

1.3 (Macro Environment)

1.4 (Critical Industry Value
Drivers)

12

2. (Firm-Specific Factors)
2.1 (Position of a Firm)


2.2 (Activities of a Firm)

2.3 (Resources of Firm)

(Tangible)
( )
(Intangible)

(Mayo A & Lank E., 1994)

1975
(Handler, 1994) 1980 1990


(Beckhard and Dyer, 1986;
La Porta et al., 1999) 60 70%
(La Porta et al., 1999) Fortune 500
Fortune 500 40%
(GNP) (Kets de Vries, 1993)


(La Porta et al., 1999)

13

70% GNP

University of Gloucestershire (2003) 50%
50% GDP
(United Kingdom, University of Gloucestershire, 2003)
Fullard (1999) 8,000 76






(Ward, 1987)


Benedicts (1968)



Benedict
(1968)





1.
(2551)

14

(2550)

(2544)

(2551)





Dyer (1986 quoted in Brockhaus, 2004)

Rosenblatt, Mik, Anderson, and Johnson (1985 quoted in Brockhaus, 2004)

2.









( , 2544)

15

Ward (2005 , 2550)

4
1. (Founder)
1 ( 2) -
3 ( 2)

2.

3.

4.










1980
Family Business Review Lanberg et al. (1988)




(paradigm) (Lakatos, 1970)

16

(Katz et al., 1993)

Handler (1989a)
(Degree of Ownership)



Barnes and Hershon (1976)

(Barnes and Hershon, 1976: 106)
-
(Birley, 2000) -


Gersick et al. (1997)
, (Business Life Cycles)
Birley (2000)

Klein (2000)
/


Klein (2000)

Klein (2000)

17

(Ownership) (Control) (Management)

Klein (2000)
Klein (2000)

S = Stock
SFI = sustainable family influence
Fam = family member
MoMB = members of management board MoSB = members of supervisory board
Klein

(Holding Companies)







( )

(Habbershon , et al., 1999)




Litz (1995) Litz
(Static or Structural

18

View) (Dynamic View)

(Structural Dimensions of the Organization)

(Dynamic view)

(Litz, 1995:15-16)
London Business School (LBS) Hayward (1989)
1) 50
2) 50 / 3)
LBS

3

50
10 15
LBS

(Static and Dynamic) /


(Hook and Trent, 1999; Ward, 1987, 1988 )

(Unity)
(Values and Tradition )

Neubauer and Lank (1998)
(Structural) (Dynamic)

19

Wortman (1995)

(Wortman, 1995:.55 )


Gandell Group , Moran Health Care

(Lanberg, Perrow and Rogolsky, 1988)
( Davis and Tagiuri, 1982 ) (Ward,
1987 )

(Churchill and Hatten, 1987)

Westhead and Cowling (1997)






(Family Business)





3.
(2551)

20

1.

2.

3.

4.

5.

Peter Davis
(. , 2544)

1.
2.

3.

4.


( , 2550)
(2550)
Family Business 2 / SMEs

21

(IFERA, 2003; Sharma, 1997; Tan and Fock, 2001;
Ward, 2004 quoted in Venter, Boshoff, and Maas, 2005)
80 35
500 (Dyck, Mauws, Starke, and Mischke, 2002 quoted in Vera,
and Dean, 2005) 78
(Family Firm Institute, 2002 & Forrestel, 1998 quoted in Vera, and Dean, 2005)
(2549)
2540


(Investment of Arms)
20
(Holding Company)

10,000 7

(Style)

(Ambitions) (Transition Issues)

3.1

(Modern Capitalist Corporation) Berle and
Means (2003)

22

(Principle-Agent Problem)



( )
(Gomez and Mejia et al., 2001: 82)






(Maximize Firm Value)
(Growth-Oriented Strategies)
()

3.2


(Churchill, 1986) Daily and Dollinger (1993)


500

Reynolds (1995) Wisconsin
Donkels and Frohlich (1991)
500 8
Hayward (1992 a)

23

1. (The Systems Theory) Gersick, Lansberg, Davis (1990) McCollom
(1988) Generation to Generation

(The Systems Theory)
(Family)
(Management) (Ownership)

(Family Business)
Ownership

Shareholder
Meeting
Board of
Director
Family Council
Family Assembly

Family
1

Top
Management

Business

: Gersick, Lansberg, Davis and McCollom, 1988; Poza, 2004: 9.

24

1



(Integrated)


(

)

(Dynamic social system)








(CEO)
CEO

CEO

25

1)

Poza (2004)
Case Western Reserve University Family Business (2004: 1012)

2)

()

26

3)

/

27

4)








(Patient Capital)








5) :

28

(Important Values)
(Competitive Advantage)

2. (The Three Dimensions of Family

Business)

29

(Business Axis)

(Family Axis)

(Ownership Axis)
2
: Lansberg et al., 1988: 33.
Gersick et al. (1998)

30

3. (Agency Theory)
(
)

(Agency Cost) (Conflicts of Interest)

Agency
Problem




CEO
(1) CEO
(2)
(3) (4)
(5)
(6)

CEO CEO

31

CEO



4. (Stewardship Theory)
(Agency Theory)
(Stewardship Theory) (Davis,
Schoorman and Donaldson, 1997) Agency Theory
(Steward)


Stewardship Theory Agency Theory
(Corbetto and Salvato, 2004) Davis,

32

Schoorman and Donaldson (1997) Stewardship Theory

Agency Theory Agency Theory


Zahra (2003)

Zahra (2003)

Zahra (2003)


(Davis, Schoorman and Donaldson, 1997)
5. / (Organization Transition Theory)
1) (Theoretical Foundation)


Schumpeter (1983)
(Traditional)

(Economy of Scale)

(Formal)


(Transition)

Drucker (1999)

33

(Centralization)
(Formalization)
(Standardization) (Centralization) (Span of Control)
(Specialization) (Hierarchy of Authority)
(Complexity) (Professionalism) (Personnel Ratios)
(Hall, 1972; Daft, 2001)
Chandler (1980) Churchill and Lewis (1983)

5

Churchill and Lewis (1983) Chandler (1980)

(Economies of Scales and Efficiencies)
(Style of Management)



3

34

Churchill and Lewis

1 2

()

3/1

3/2

Chandler (1980)

3 Churchill and Lewis (1983)

Chandler (1980)
: Solymossy, 1995
Solymossy (1995) Churchill and Lewis
(1983) Chandler (1980)
3/1
Churchill and Lewis
(Vertical Integrated) 3/2
(Divisional) 4 5
(Sustainable) Solymossy (1995)

35

(Sustain)
2)
(transition)





CEO Mezzo
(Organization Behavior)
Jaques (1993)


Michael Hay and Peter Williamson (1991)


(Mission )

36

P D
T
T
D
D
A T
- N + - N +
L A M
L A M W
W
H
H
W W
D
D
D D

P
A
W
D

D
T D
D
L A M
L A M
W H
H
D

4 CEO
: Penna, 2000.
(-) Negative,N Neutral, (+) Positive
PAWD Pays attention when doing them DH Does not have, L little, A Average,M Much
DTWD Does not think when doing them TWD Thinks when doing them DH Does not have, L
Little, A Average, M much
4 Penna (2000)
CEO
Penna (2000 ) CEO
Penna (2000)
CEO
CEO

37

(Formalization) (Standardization)

2
/

CEO

5
: Penna , 2000.


2 5

( CEO
)

(Evolution of Formalization) CEO

(Job Analysis)

(Standardization)
(Delineation of Functions)
CEO
Drucker (1999) CEO

38

Penna
(2000) ( 2.5)
CEO

CEO
CEO


CEO

Jagues (1993) Hayes and Wheelwright (1979)

CEO
CEO

CEO

(The Developments of Strategic Processes)

CEO
CEO

(Values) CEO

39

3)

6
: Penna , 2000.




(Perrow, 1967)
(Woodward, 1965) (Hayes and
Wheelwright, 1979) CEO

40

CEO

2.10
5
6. (Corporate Evaluation Theory)
(2549: 40-58)


(Personal Capitalism) (Family Capitalism)
(Managerial Capitalism)
(Professional Managers) (Employed /
Salaried Managers) (Equity Ownership)
(Family Managers)

(Ultimate Owner) 5 (Faccio Lang
and Young, 2001) 9 (Claessens et al. , 1999 ) 20% cut-off

20%


2.5
2


71.5% 67.2% 66.7% 61.6%
55.4%
50%

41

1980
(Suehiro, 2002)
7. (Corporate Governance Theory)
(2549:49-58)
(Principal) (Agent)






(Moral Hazard)

(Control Rights)

(Information Asymmetries) (Jensen and Meckling, 1976)

(Agency Cost) (Conflicts of Interest)

Agency Problem



(Corporate Governance)

.. 2549 2549 33.2% ( 139
) 419 80%

42

15.0% 63

,
(2522, 70-72)
(Human Life Cycle)

7

7
: ( 71), ,
, 2552, : .

43

(Adolescence)




(School-age)

44

3 (
, 2552, 4)
1 (Founder)
(Controlling Owner)
25-35 0-10 0-5




2 (Sibling Partnership)

45-50 15-25
10-20




3 (Cousins Confederation)
55-70
30-45 20-30

45

2


2 3
3



3 (Succeeding
Generations)


2.8

46

Cousin Consortium

Sibling Partnership

Controlling Owner

8
. Succeeding Generations: Realizing the Dream of Families in Business (p. 39), by I.
Lansberg, 1999, Boston: Harvard Business School.


4

( , 2552, 81-84 )
1




(New/Niche Market) (New Business Segment)

47

3



4

48

(Venture Capital)
4

4










4

9 4
. ( 82), ,
, 2552, :

49

1.
Davis (1971)





(Ward, 1997; Alvarez and Garcia 2003;
Davis, 1971) (Neubauer, 1998)


2.


Davis (1971)

50

Lansberg (1983) (Norms)

Gimeno (2003)
3



(Gersick et al.,
1997; Klein, 2003; Hall et al., 2001)
3.

- (Family
Council) (Shareholders Committee)
-
- (
) (Neubauer et al., 1998)



(Neubauer and Lank, 1998)
Ward (1997)

51

(Hall et al., 2001)


Neubauer et al. (1998)
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
4



(Neubauer and Lank, 1998)






2 (Gersick et al., 1997)

Koiranen and Karlsson (2003)

52

5.





(Harris, Martinez and Ward, 1994)

53

10
: Sharma, Chrisman and Chua, 1997: 3.
10
(Andrew, 1971; Hofer and Schendel, 1978; Schendel and Hofer, 1979)
2.10 (Dynamic) (
nteractive)

54

(Systems theorists) Barns and Hershon (1976), Hollander and Elman

(1988) McCollom (1992)


6.
Ward (1997) 3
1

(Hollander and Elman,
1988)

55

-
(Dean, 1992; McReynolds and Wong, 1992)



7.
Post (1993)

(Barach, 1984)
(Gallo and Sveen, 1991)
(Wong, 1993) (Diversification) (Hofer and
Schendel, 1978) (Hannan and Freemen, 1989)

8.

(Barry, 1975; Jones, 1982; Ward, 1988)
(Strategy Content) Trostel and Nichols (1982)

CEO


Kleinsorge (1994)


(Lyman, 1991)

56

(Donckels and Frohlic, 1991; Trostel and

Nichols, 1982)
Gallo and Sveen (1991), Swinth and Vinton (1993)
Gallo and Sveen (1991)

Swinth and Vinton (1993)
(Share)

8.1
Post (1993)




8.2
Horton (1982)
(Corporate Governance)
(Alderfer, 1988)
(Lanberg, 1998; Ward, 1987)
(Jonovic,
1989)

(Jain, 1980)
(Harris, 1989) (Gumpert and Boyd, 1984)
Ford (1988) Jonovic (1989)

(Alderfer, 1988)

57

Jonovic
(1989), Harris (1989) Ward (1988) (
)
CEO

)
)

(Donckels and Aerts, 1998)

(Relationship Dynamics)

(Davis and Tagiuri,1982; Ward,
1988) (Trust)
(Allouche and Amman, 1999; Ward and Arnoff,
1991)
(Lyman,
1991)

58

(The Centralization Of The

Decision Process)

(Dyer,
1988; Goffee and Scase, 1991; Mintzberg, 1979)

(Davis and Tagiuri, 1982; Goffee and
Scase,1991; Hall, 1988; Poza et al., 1997)

(Informal Channels)
(Daily and Dollinger, 1993)


(Davis and Tagiuri, 1982)


Goffee and Scase (1991)

Daily and Dollinger (1993)

( )

Daily and Dollinger (1993)

59

Stoy Hayward (1992 b) and Hamlyn (1994) Stoy
Hayward (1992 b) (Share Value)
Fainancial Times
1970 8.72 1991
11.11 Hamlyn (1994)

667 (
2.5 25 ) 1988 1993


3.8 % ( )
8.1%
Stoy Hayward (1992a)

20%
Stoy Hayward (1992a)

Hay
and Morris (1984)

60

(Hamlyn, 1994)

(Ward and Aronoff, 1991)








Ward (1987)

61

(Baskin, 2001)



Baskin (2001)
/

(Dreux, 1990)

(De Visscher et al., 1995)
10





(Dreux, 1990 ; Reynolds, 1995)
Gallo and et al. (2000)


Daily and Dollinger (1993)
Stoy Hayward (1999)

62

Hamlyn (1994)



(Reynolds, 1995)

(Levering and Moskowitz, 1993)




(Westhead and Cowling, 1997)

( )

(Goffee and Scase, 1991)
(Donckels and Frohlich, 1991)

63

Stoy Hayward (1992b)

Daily and Dollinger (1993)

Reynolds (1995)
Hamlyn (1994)


(Hamlyn, 1994 : 34)

(Transitions)
(Smyth and
Leach, 1993) (Succession)
(Senior Generation Owner)


(Kunkel, 2003)

Kunkel (2003)

64

1
: : Daily and Dollinger, 1993: 79; Kets de Vries, 1993: 59 ;
Livinson, 1971: 90-95.

65

(
)

(Specialized Family Business)

(Modern Family Congalomerate)

(Closed Family Business)

(Authoritarian Family Conglomerate)

11
: Suehiro and Natenapha, 2004 : 88.
Suehiro and Natenapha (2004) 4
2.13 (1) (2)
(3) (4)
3
(1)

66

30 (
220 )

(2)

(3)




2 4
(4)

67

1.









(Sustain)



Woodall and Winstanly (1998, p. 10)
(Management Development)
(Succession Plan)

3
1. (Business Needs)

2. (Organization Needs)

68

3. (Individual Needs)

12

12
. Management Development Strategy and Practices (p. 10), by J. Woodall and D.
Winstanley, 1998, Oxford, MA: Wiley-Blackwell
12


1. (Business Needs) 3

(Business Strategy)

69

(Organization Development)

(Management Development)

2. (Organizational Needs)

2






/

70

3. (Individual Needs)
(Successor Development)
(Formal Learning Experience)
(Outside/Executive Coaching)


3
(Self-Development)

71

(Career Planning)


(Individual Development PlanIDP) (Action plan)





(Ownership)



3 (1) (Interpersonal
Roles) (2)
(Informational Roes) (3)
(Decision Roles)

72

(Transition)

2.
Gersick et al. (1997,pp. 27-30) 2

1 .



2.





3.
(the Three Dimension of Family
Business)

(Life Cycles of Family Business)
(Three-Dimension Model of Business
Development) Gersick et al. (1997,pp. 27-30)

73

8

(Dynamic View)
13

Maturity
Expansion/
Formalization
Startup

Business Axis

Young
Business
Family

Entering
The
Business

Working
Together

Controlling Owner

Sibling partnership
Cousin consortium

Ownership Axis

13
(Three-Dimension Model of Family Business Development)
. Generation to Generation: Life Cycle of the Family Business (p. 17) by K. E.
Gersick,J.A. Davis, M. M. Hampton, and I Landsberg, 1997, Boston: Harvard
Business School.

Passing
The
Baton

74

13
1. (Family Dimension)






(Families Life Cycle) 4
(Young Business Family)

(Entering the Family Business)

(Working Together)

(Passing the Baton)

2. (Business Dimension)

75

(Business Lifecycle)

3
(Startup)






(Expansion/Formalization)







(Maturity)





3. (Ownership Dimension)




3

76

(Controlling Owner)
(Founder)


(Sibling Partnership)

(Cousin Consortium)
3





(Holding Companies)






Gersick et al.
(1997, pp. 54-56)

77

(Critical Moment)






(the successors phase matric) 3
( ,2552, 20-21)
1 (the Do Phase)




2 (the Lead to Do Phase)


-

(Family Council)
3 (the Let Do Phase)

78

(Do)

--

(Lead to do)
-

(Let do)
--

. ( 21), , 2552,
: .



(Dynamic)

(Organization Culture Corporate Culture)
(Belief) (Attitude) (Assumption) (Shared Values)

79

(2552)









1.

(Dyer, 1988)
Handler
(1994) Le Breton-Miller, Miller and Steier (2004)
5

5

80

(Bryman, 1996)

Mc Clellands (1975)


2.



Beckhard and Dyer (1983)


Ibrahim et al. (2003)
CEOS 350
3




CEO








(Ward, 1997)

81

(Gersick et al., 1997)

(Gersick et al., 1997)
(Hall et al., 2001; Klein, 2003)



(Gersick et al., 1997; Hall et al.,
2001; Klein, 2003)
3.


Davis (1971)




Lansberg (1983) (Norms)

Gimeno (2003)
3

82

(Gersick et al.,
1997; Klein, 2003; Hall et al., 2001)
4.
Crowe, Chizek and Co (. , 2551)
Family Business CEO
339 1999
10 ( 2009)
3 2009
2009

(%)
(%)

-
6
94

7
91
- /

7
90
-
12
90

13
85
-
13
85
-
-
14
83
-

-
-

-
-

12
29

79
66

30
37

65
60

83
3 2009 ()
2009

(%)
(%)

-
46
54

-
37
52
3 2009
: Kurato & Hodgetts, (2004). Enterprinership, P.658
3
2
2.2
CEO 339
1999





( , . , 2546)
2
30 2 3
14 3 4 (Bjuggren and Sond, 2001; Fleming, 1997;
Matthews, Moore, & Fialko, 1999 quoted in Venter, Boshoff, and Maas, 2005)

2

3

( , 2548)

84

(Ibrahim and Ellis, 2003 quoted in Ibrahim,
Soufni, and Lam, 2003)
1.

2.
3.
4.
5.
6.
7.



(.
, 2550)







(2546)
SMEs

85

2




5.
Dyer (1988) 4
(Paternalistic) (Laissez-Faire)
(Participative) (Professional)




Reiss (1982)
3
(Consensussensitive) ( Interpersonal
Distance-sensitive) (Environment-sensitive)
McCollom (1988)


McCollom (1988)

86

1)

(Rosenblatt and Patricia, 1985)

Kirchhoff and Kirchoff (1987)

CEO
(Hollander and Bukowitz 1990; Salganicoff, 1990)
CEO

(Hollanderand
Bukowitz, 1990)
(Salganicoff, 1990)

2)


(Birley, 1986; Donckels
and Frohlick, 1991; Geeraerts, 1984)

(Seymour, 1993)



Dumas (1989) -
-

Dumas (1989)
(Strategy Implementation) (Styles)
Sonnenfeld And Spence (1989) 4
(Monarchs) (Generals)

87

(Governors) (Ambassadors)






3)
Friedman (1991)

Friedman (1991)


(Friedman, 1991; Lundberg, 1994)




Levinson (1971)

6.
(Succession) (Governance)

88

(Allegiance)

(Founders core beliefs) (Values)



Hofstede (1980)


(Symbols) (Heros) (Rituals) (Values)
Peters and Waterman (1982)
(Competitive Advantage)

Deal and Kennedy (1982) McKinsey

Schein (1985)

Coffee and Jones (1998)

4
(Solidarity)

Denison (1990) Denison and Neale (1996)

4 (Involvement)
(Consistency) (Adaptability) (Mission)
ROA ROI
4

89

Denison (1990)
Kotier and Heskitt (1992)
Deal and
Kennedy (1982)

(Context)


Barney (1986)
(Sustained Performance)



Stafford, Ducan,
Dane and Winter (1999)
(Profitability)


Dyer (1988)

4 (Paternalistic)
(Laissez-faire) (Participative)
(Professional) Dyer (1988) (Agenda)




(Ingrained) (Learned-at-thedinner-table)

90

Denison, Lief and Ward (2004)

(Founder s Values)

(Rich in Core Values)

(Nurtured)


(Denison,
Lief and Ward, 2004 : 61)

1.

(Horizontally Differentiated) (Informal)
(Daily and Dollinger, 1993; Geeraerts, 1984)
(Harris, Martinez and Ward,
1994)

Hollander and Elman (1988)
3
(Barnes and Hershon, 1976)
(Danco, 1975; Davis and
Tagiuri, 1982; McGiven, 1989)
(Ward, 1987) 41 Holland and
Oliver (1992) 3 Ward (1987)

91

(Matthews, 1984; Dyer, 1989)

(Dyer, 1989) (Perrigo, 1975)

2.
(Competitive advantage)






(Habbershon et. al., 2003) Habbershon et.al., (2003)



(Competitive advantage)
(Aronaff and Ward, 1995) Toivonen (2003)

92

(Habbershon and William , 1999; Salvato et al., 2002)

(Daily and Dollinger,
1993) (Goffee and Scase, 1985)
(Tagiuri and Davis, 1996)

(loyalty) (Ward, 1988; Tagiuri and Davis, 1996)

(Dreux,1990)

(Pervin, 1997)

(Moscetello, 1990)

(Kets de Vries, 1993)

(Goffee and Scase , 1985)
(Moscetello, 1990)
(Levering and Moskowiz, 1993)
(Rosenblatt et. al., 1985)
(Tagiuri and Davis, 1996)
(Kets de Vries, 1993)



SBI Tagiuri and Davis (1996)

93

Harju and Heinonen (2004)

Harju and Heinonen (2004)
(Harju and
Heinonen, 2004: 7)
McCann et al. (2001)

(Ability of Renewal)
(Adequate) ,

(Family Cycle)


Schumpeterian (Renewal-Oriented)



Letourneau and Allen (1999)

2.14
(Harmonious)

94

(Habbershon and William, 1999)

Schumpeterian

()

(House of Business)

(Family money mechine)

(Hobbv SalonX)

(Family life tradition)

()
14

: Letourneau and Allen, 1999.

Gudmundson et al. (1999)

95

15
: Harju and Heinonen, 2004: 14.


(Family features)


(Aronoff and Ward, 1995)

(Subjective)


(Validity)
(Profitability) (Renewing Family Business)

96

(growth path) Harju and Heinsnen

(2004) Schumpeterian

(Ward, 1997)
Stavou (1998)
Q-Sort

1.

2.

3.

4.





Bork (1986 quoted in Griffeth, Allen, and Barrett, 2006)

Dumas, Dupuis, Richer, and St.-Cyr ;
Stavrou (1995; 1999 quoted in Venter, Boshoff, and Maas, 2005)

97

1. (Successors Willingness)



1.1
Venter, Boshoff, and Maas (2005)



1.2
Davis (2007)

1.

2.
3.
4.
5.


Ward (1987 quoted in Handler, 1991)

1.

2.

3.
1.3

98

Hom and Griffeth (1995

Griffeth, Allen, and Barrett, 2006)

1.4

6

1.5 (Rewards From the Business)

Venter, Boshoff, and Maas. (2005) (Rewards
from Business)

(Motivation)
(2547)



3
1.

99

2.

3.


(2542)
(Compensation and incentives for small
business employees) (Compensation)





1. (Wage or sarary levels) (Wage)


(Salary)
(Daywork)

2. (Financial incentives)

2.1 (Bonus and profit sharing plan)

(Bonus)

2.2 (Profit sharing plan)

100

3. (Fringe Benefits)




(2551)

2550 18 64 69
(Early-Stage)
31
(2548)
:
60

1.5 (Perceived of Trust in Successors

Abilities)



Sharma (1997)

Davis (.
, 2552)

101

3 Proprietor, Conductor, Technician
1. Proprietor
One-Man Show ()




( )

2. Conductor

102

3. Technician
Technician



Technician









3
Proprietor






Conductor

103

Technician



Technician


Dyer (1980 quoted in Griffeth, Allen and Barrett, 2006)


Ibrahim et al. (2003 , 2551)
3

1.7 (Personal Needs Alignment)

Handler (1990)

104

Venter, Boshoff, and Maas (2005)

(2532)

(Need)

(Drives)

(Action)

(Satisfaction)
16
: . (2532). .

(Maslows
Hierarchy of Needs Theory) (Maslow, 1987)



3
1.
2.

3.

105

5
1. (Physiological needs)



2. (Safety and security needs)




3. (Social needs)



4. (Ego and esteem)




5. (Self-actualization)

Handler (1989 quoted in Sharma, 1997)

Sharma (1997)

106

1.8 (Preparation Level of the Successor)

(2548)

Morris, Williams , and
Nel (1996)

(2548)

1.




2.






3.

107

4.









Morris, Williams, and Nel (1996)

Morris, Williams, Allen, and Avila
(1997)

1.9 (Perceived Family Harmony)

Sharma (1997)

Morris, Williams, and Nel (1996)
(Relationships among family and business members)

108

Handler (1996)

1. (Mutual Respect
and Understanding between Generations)



2. (Sibling Accommodation)






( , 2550)


1. (Family
Meeting)

2. (Family Assembly)


3. (The Family Council)
5-8 (
)

109

CEO CEO

(2548)
:

Morris, Williams, and Nel (1996)

Morris,Williams, Allen, and Avila
(1997)

1.10 (Perceived Mutual Acceptance of
Individual Roles)



Sharma (1997)

110

Rosenberg (1991 quoted in Sharma, 1997)

1.

2.


3.
4.
5.

6.

7.

111

2.
(Ownership Transfer)
(Succession Planning)
(Successor)




( , 2553, 127)
(2552, 4)





(2553, 88-90)
7
7
1 (Pre-Business Stage)




2 (Introductory Stage)

1

112

3 (Introductory Functional Stage)

4 (Functional Stage)





5 (Advance Functional Stage)



6 (Early Succession Stage)

7 (Mature Succession Stage)

7 6

113

1

(Pre-Business Stage)

(Functional Stage)

(Functional Stage)

2

(Introductory Stage)

3
(Introductory
Functional Stage)

(Advance Functional
Stage)

17

(Advance Functional
Stage)

: , , 2553, ,
30(3),90.
7





3.


(Handy, 1992) Ayers (1990) and Lane (1989)
2-3

114

(Firntahl,
1981; Levinson, 1971; Perrigo, 1975)
(Lansberg, 1988; Malone, 1989)


(Beckhard and Dyer, 1983)

Davis and Tagiuri (1982)

Post and Robins (1993) Lanberg (1988)




Ambrose (1983)


Ambrose (1983)


3.1

115

3.2

3.3


Woodall and Winstanly (1998
, 2550) (Management Development)
3
1. (Business Needs)

2. (Organization Needs)

3. (Individual Needs)

116

18
: Woodall, J. and Wintanley, D. (1998). Management Development,
P. 10 , 2550
2.18




85
78
34
( , 2544)
(2546)
1.

2.

117

3.





2
1.

2.

118

( , 2544)




3.4
Longenecker and Schoen (1978)
7 19
1

(Pre-Business Stage)

(Functional Stage)

(Functional Stage)

2

(Introductory Stage)

3
(Introductory
Functional Stage)

(Advance Functional
Stage)

19

(Advance Functional
Stage)

: Justin G. Longenecker and John E. Schoen, (1978) Management Succession in The Family
Business

119

1 (Pre-Business Stage)

2 (Introductory Stage)


3 (Introductory Functional Stage)


4 (Functional Stage)

5 (Advanced Functional Stage)


6 (Early Succession Stage)
CEO


7 (Mature Succession Stage)

3.5
Feldman (1981 quoted in Griffeth, Allen and Barrett, 2006)
3
1


2

120

3.6

(2550) 2
1.

2.

121

(1) (2) (3) (4)
(5)

/
/

122

(Model)
EMS
BLS FBS ()
(1)
(2)
100% (3) (4)
(5)

123

Ross, Westerfield and Jeffrey (2002: 738-741)

Donaldson
(1984: 7) (Growth Rates)

Rappaport (1988) NPV
mazimize NPV (NPV )
Donaldson (1984)


1)
2) (net income)
3)
4)
Donalson (1984)
Chage in Assets = Change in debt / Change in equity
Higgins (1977)
Sustainable Growth rate in Sales = ROE x RR / 1 (ROE x RR)
RR = Retention rate

ROE = Return on Equity

Higgins (1977)
(Sustainable Development)

124

Mathus (1985)

Buxton and Mike (1996)

1) 2)



Small Business Encyclopedia (2007)
(The sustainable growth rate-SGR)
(Dividend
Payout and Debt Ratio) (Net Profit Margin)
(Existing Revenues) (Asset Turnover Ratio)
(Sales Revenues to Total Assets)
(Equity Ratio) (Retain Rate)
(As the Fraction of Earnings Retained in the
Business)

125

(The Sustainable Family Business Model

SFB Model)
Stafford, Dunean, Dane and Winter (1999)
(SFB) 2

20
: Stafford, Dunean, Dane and Winter, 1999.

-

-

-

-

126

SFB and Stafford et al. (1999)

(Sharma, 2004)



Costa (1997) (Break-Even
Point)
(Operating Expenses) (Ceiling)

(Without Exhausting Operating Cash Flows)




Buxton and Mike (1996) Building a
Sustainable Growth Capability




(Creating
Sustainable Competitive Advantage)

127

(Company Actual Growth
Rate) (Sustainable Growth)

1.
2. ( )
3.
4. (Profit Margin)
5.


(Dilution)






(Scale)





(Actual Growth Rate)
(Sustainable Growth Rate)

128

2



(Debt-to-equity)

Sindell
1. Sindell
Sindell (2007)


ROE = /
ROE = /
ROE = Earning per share-EPS / Book value per share-BVPS
EPS = ROE x BVPS

1995

= / EPS
Retention ratio = EPS Dividends per share / EPS

(Profitable)
(Return on Equity-ROE) (Companys
Earnings) (Dividend-Payout

129

Ratio) ROE Plowback ratio 1 (DividendPayout Ratio) Sustainable-Growth rate = ROE x (1 Dividend Payout Ratio)
2. Garrison
Garrison (2005)



3. DuPont
DuPont (2007)
(Profitability) (Return on
Equity) (Return on Asset)

4. Hewlett-Packard

Hewlett-Packard .1950

G* = Earnings Retention x ROE

G* = Earning Retention x Utilization x Profitability x Financial Leverage
5. Ross, Westerfield and Jaffe Ross, Westerfield
and Jeffrey (2002:38)
Sustainable Growth Rate
(internal equity)
Retention Ratio = Retained Earning / Net Income
Retained Earning = Net Income Dividends
6. Collins
Collin (2001)
15 (Transition Period)

130

15

15 15


7. Chrisman, Bauerschmidt and Hofer
Chrisman Bauerschmidt and Hofer (1998)





8.



(multi-dimensional) (Fitzgerald and Moon, 1996)
MBNQA
(The American Malcom Baldrige National Quality Award) EFQM (European
Foundation Quality Management)

(Family Business) (Non-Family Business)
Westhead and Cowling (1997) (Sales Revenue)
(Productivity) (Profitability) Daily,
Catherine and Dollinger (1992) (Sales Growth)
(Net Margin) (Operating Margin)
Morris (Sales
Growth) (Profit Growth) (Employment Growth)
(Asset Growth)

131

Dyson (1997) 4
(Profitability Ratio) (Growth Ratio)
(Efficiency Ratio) (Liquidity Ratio)

(Profit Margin) ROCE (Return on Capital Employed) ROSE (Return on Shareholders
Equity)
(Sales Growth) (Asset) (Employment
Growth) ( Employee
Productivity) (Business Effectiveness)

(Relationship) (Factors)






(Prism of Relationships)

132

(Bachkaniwala et al., 1989)

133

(Individuals)
(Business)

(Incumbent)
(Successor)



(Fox et al., 1996)




Morris et al. (1997)




(Generation)

134

Fox et al., (1996)

135

Birley et al. (1999)

















3

1. (Conservation)
2. (Rebellious)
3. (Wavering)

136

Van Beveren et al. (2003)

(Outcome)
1)
2)

137

Hamiton and Thomus (2002)

(Perceptions) (Stakeholders)
(Roles) (Intensive)
(Attitude) (Sharma
Andet al., 2003a)

Kircher et al. (2000)

Grote (2003 )

138

Taylor et al. (1998)


(Conservators )
(Expanders)

(Transition)
(Outcome) (Willingness)
(Prepareness)

139

Lansberg (1999) (Family Values)

(Non-Economic Goals and Values)

(Value Systems )




(Discerned and Enected)

140

(Dynamic)












Lansberg (1999)

141

2
(Founder Home-Social)

( New Leader Development Model)

(Leadership)

Lansberg (1999)
(Future Business
Structure)

Taylor et al, (1998)

Paisner (1999)
(Participative Style) (Reproduction Model)
(Paternalistic Style ) (Laissez-Faire Style)

142

(Reward)
(Role) (Performance)
(Morale)
(Allred et al., 1997)
Kimhi (1997)









(Kimhi,1997)

(Wei and Cannelia, 2003) 2.4.13
(Logislative) (Instutional
Structure) (Limit) (Enfoce) (Prohibit)
(Capital Gains Tax)

Burkart et al. (2003)

(Corporate Governance)

143

(Miller et al., 2003)

(Non-Family)




Taylor et al. (1998)
(Conservation)

144

(Ward and Aronoff,
1990; Shanker and Astrachan, 1996; Gersick et al., 1997)

(Corporate Governance)


(Bain and Band, 1996; Monks and Minow, 1996)

7 (1) /
(2) (3) (4) (5) /
(6) / (7) / /
15
3

(


) () (
)

(Institution Governance)
(Gersick et al., 1990; Neubauer and Lank, 1998)

145

(IT: Information Technology)

(2540: 28)

146

(2540: 35)

(2550)



3
(2550: 2)
(Information Technology - IT) (Information and
Communication Technologies - ICT)

147

( , 2552)







4600 500
200

5000

5000
500
800

- (2544: 21)

148

1)


-



2)



3)



4)


(2552)

149

1.


(Hardware)
(Software) (
, 2552) 5
1 (Input) (Keyboard), ,
(Scanner), (Touch Screen), (Light Pen),
(Magnetic Strip Reader), (Bar Code Reader)
2 (Output) (Monitor) (Printer)

150

2

3

1)
UNIX, DOS, Microsoft
Windows
2)

(Editor)
3)


3
1)
Word Processing, Spreadsheet, Database Management

2)

3)
Hypertext, Personal Information
Management (
, 2552)

151

2.
/


/ (Numeric Data) (Text)
(Image) (Voice)


3
(Source/Sender) / (Medium)
(Sink/Decoder)
3
(Source/Sender) / (Medium)
(Sink/Decoder)

""

""

"" (Modem)
(Hardware)
(Software) (Stored data) (Personal)
(Procedure)


( , 2552)
(Top Manager)

152

(Middle Manager)


(Operation Manager)

6 (
, 2551)
1) (Transaction Processing System)



2) (Office Automation System)

-
-
-
-
3) (Management Information System)
3
TPS


4) (Decision Support System)

153

5) (Executive Information System)

DSS


6) (Expert System and Artificial Intelligence)

(
, 2551)

4 (, 2550)
1) (Personal Information System)
2) (Workgroup Information System)
3) (Enterprise Information System)
4) (Globalize Information System)

-

-

-


-

154

( , 2550)















10

155

( , 2540)

(
, 2545)
1)









2)



2-3

156

3) (Internal Communication)





(Email)


(VDO Conference)
4) (Business Process Improvement)





5) (Competency Development)


CD-Rom

(E-Learning)

157

(Competency Development System)

6) (Learning Organization)




(Knowledge Management)

7) (Performance Development)







( , 2545)

5.1

158

eService



( , 2541)


(2552)

1)
(Business Environment Impact)

(Problems) (Opportunity)


(Goals) (Strategy)
(Plan)

159

2)

3)

(Agile)

3.1)
software


3.2)

3.3) Digital Office

3.4)

160

3.5)


4)



5)


5.1) (Develop Strategic Systems)


5.2)
5.3)

5.4)

5.5) Self-service

5.6)

5.7) By Order

5.8)

5.9)

161

5.10)

5.11)

5.12)

5.13)

5.14)
,

5.15)

( , 2552)
6.
IT

(, 2552)

162

(Object - Oriented Programming)

PDA , LAPTOP









(, 2552)
-
-
-
-
-
-

-
(Manual)
- (Interpretation)
- (Global Trade)
- (Wireless)

- (Manual)

163

- (









()






(, 2550)
( , 2552)

1.

164

2.

3.




4.





5.







CIO-Chief Information Officer
6.

165

(
, 2552)
7.


(Planning) (Actual)

Riecken ( , 2544: 8 12)

1) 2)
3) 4)
7.1

(2537)
1.
- //

- //

- //
- //

166

2.
- / /

- //
- //

- //

3. - (CSE-UCLA Evaluation)

// 5
-

-
/
/
-

-
//

- //

D.Stufflebeam ( , 2537) (Model)
/ CIPP Model 4

1) (Context Evaluation)
/ (Macro Analysis)

167

/

2) (Input Evaluation)




/
3) (Process Evaluation)
/




4) (Product Evaluation)
/
( ) /
/
/
//

1) (Process Evaluation)
(Efficiency Evaluation)
(Activity)
(Outputs)
(Outputs) (Outcomes)
(Resources)

168

2) (Project Evaluation)
(Effectiveness Evaluation)
(Outputs) (Project Purpose)

/
(Cost-Effectiveness) /

3) (Impact Evaluation)

(Project Purpose) (Program Goal)


( , 2537)
7.2





(Summative Evaluation)
(2537: 91-99)
3

169

(Independent Variables) (Dependent Variables)

(Causal Assumption)



( , 2546)
1)
1.1) (Track Status)

170

1.2) (Communicate Progress)





1.3) (Measurement and Evaluation)
3

2)
2.1) 4
(Establishing Standard)

2
(Output Standard)


(Input Standard)
(Work Effort)
(Measuring Actual Performance)

171

(Comparing Actual
Performance with Standard)

(Taking Corrective Action)


3) ( , 2531)
3.1) (Accuracy)

3.2) (Timeliness)

3.3) (Economy)


3.4) (Flexibility)

3.5) (Understandability)

3.6) (Reasonable Criteria)

3.7) (Strategic Placement)

172

3.8) (Emphasis on The Exception)




3.9) (Multiple Criteria)

3.10) (Corrective Active)

William W. Dunn ( , 2539: 65-66)

1.

2.

3.


4.

173

5.


6.

(2551)





1. (Time and Cost Management)


2. (Technical Performance)
(Specification)

174

3. (Managerial and Organization

Satisfaction)



4. (Business Performance Satisfaction)

5. (Business Performance Satisfaction)

(Construction Management)





1.
2.
3.
4.
5.
6.

175

()



1. (Time)
2. (Budget)
3. (Quality)
3



(2550)

1. Planning BARCHART, CHAIN OF BAR
CHART, C.P.M. NETWORK
2. Organizing
3. Scheduling
4. Budgeting

5. Reporting

6. Accounting
7. Documentation

8. Coordinating
9. Controlling

10. Decision marketing

176

(Type of Constructions)
(2550)
1. (Residential Construction)

2. (Building Contraction for Business)

3. (Industrial Construction)


4. (Heavy Engineering or Infra structure
Construction)

(Limitations in Construction)
(2550)




1.


2.

177

3.

()

4.



5.






6.
(Specification)

7.

178

8.



9.

10.

(2550)


1) (Money) (Cash) (Credit)

2)
(Man)
(Professional) , (Technician), (Skilled
Labor) (Labor)
3) (Machine)

179

4) (Material)

(Planning and Control)

Dynamic Cash

Navon
(2551)








Process

180

Ashley Teicholz





(Learning Curve)


S Curve
(Payment Curve)

181

1.

2. ( )
2.1





1 - 7




-
1,000
- 200

-
500 - 25,000
-
5,000 - 250,000
2.2


1)
(...90 94)
2) 1,200,000
.. 30

182

1) (...50 51)
2) 1,200,000
.. 30
2.3

15

3.



4.






5. /
5.1
1)

2)

3)

183

5.2
.
1)

2)
3)
.

6. ( )
6.1
.
1)

2)

.
1)
2)
6.2
.
1.

2.

3.
.
1.
2.

184

3.

4.

7.
7.1
1)

2)
3)

4)
5)

6)

7)
8)
9)
.

1)
2)
3)

4)
5)

1)
2)

185

1)
2)
3)

1)
2)
3)
4)

5)

6)
7)

(2550)


/

186

23 2

20 30 %



58 5 10


, , . (2552)

.. 2552


3 1) 2)
3)
33
3






Morris (2010)

(Major and Mega Project)
4

187

1.


. (Objective)
. (Strategies)
. (Technology)
. (Design)
2.
3

. (External Environment)
- (Politics)

- (Community)
- (Geophysical)
- (Economics)
. (Monetary)
- (Financial)
- (Cost & Benefit)
. (Duration)
- (Duration)
- (Phasing)
- (Critical Path)
3. (Attitudes)

. (Commitment and Top
Management Support)
. (High Motivation)
.
. (Positive World View)

188

4. (Implementation)

.
.
.
.
.
.
.
.
(2549) -
2540

3 4 10
60%

20%

( )

Suehiro (1989) Capital Accumulation in Thailand 1855-1985

100
3 (Financial Conglomerates)
(Industrial Groups Joined with Multinational
Corporations) (Agro-Business Groups)
1980

189

Suehiro (2001) Family Business Gone Wrong?: Ownership Patterns and

Corporate Performance in Thailand



Suehiro (2001)
2
(Authoritarian Type) (Innovative Type)




-



(Alliance)


(2549)
2540 40








(Family Conglomerate)

190

...



( ) ( ) ()




Piruna Polsiri and Yupana Wiwattanakantang (2004)
Business Groups in Thailand: Before and after the East Asian Financial Crisis
.. 1950


.. 1980 .. 1990

(BIBF-Bangkok International Banking Facilities)
30


.. 1997-1999

Suehiro and Netenapa Wailerdsak (2004) Family Business in Thailand:

Its Management, Governance, and Future Challenges

(Closed Family Businesses) (Specialized Family
Businesses) (Authoritarian Family Conglomerate)
(Modern Family Conglomerate)

191

Malinen Pasi (2002) Who Dares Wins-Modeling of Finnish Family

Business Growth Orientation
1,000
2,500




(2525)
CEO







Norton (2005) An Exploration of The Relationships
Between Successful Non-Family CEOs of Successful Familty Businesses and The Family
Owners CEO

(input)
CEO



CEO

192

Dane and Olsan (2003) Womens Role Involvement in Family Business,
Business Tensions and Business success
391 57
47 42

Sonfield and Lussier (2004)

First-, Second-, and Third-Generation Family Firms: A Comparison

King, Solomon, Tarabishy and

Winslow (2000) Business Issues Affecting the Success of Family
Businesses in the United States




29

193

(2005)
Managerial Careers in Thailand and Japan
6,800
323



Sharma (2004) An Overview of the Field of Family Business
Studies: Current Status and Directions for the Future
217





Claessens, Djankov and Lang (1999) Who controls East Asian
Corporations? Claesens, Djankov, Fang and Lang Expropriation of Minority
Sharholders (1999)
(
20% )


(Monitoring Weakness)

(Internal Financial Market)


Oranuch Pipatpokaisri (2003) A Historical Study of Thai Business
Conglomerates and Their Business Strategy

194

(1)
(2)
(3)

(4)


(IMF-International Monetary Fund)
Vikram Haksar and Piyabha Kongsamut (2003) Dynamics of Corporate Performance
in Thailand









(Return on Investment)


(Real Sector)

Piruna Polsiri and Yupana Wiwattanakantang (2004)

Restructure of Family Firms after the East Asian Financial Crisis: Shareholder Expropriation or
Alignment?

195

30

.. 2540




(2007) Evolution of Family Firms from the
Perspective of Intellctual Capittal Governance: Evidence from Thailand












Mark and Barrett (2004) Family Business and Succession
Planning: A Review of the Literature

196

Joseph P.H.Fan (2006) Paradigms of Family Business Issues: Key

Findings on Succession in Asian Family Business








(1)
(Identify Core Family Business Value) (2)
(Key Asset)
(3)

Claessens, Djankov and
Lang (1999) Who Controls East Asian
Corporations? 2,980

197

Gersick,
Danis, Hampton and Lamsberg

1.
2.
3.
4.
5.
6.
7.
8 .

1.
2.
3.
4.

1.
2.
3.
4.
5.
6.

21

1.
2.
3.
4.