接班計畫於人力資源領域方面一直為重要議題之一，隨著時間的過去，1950年代後出生的人員現今都在企業內部佔有一席之地，且逐漸面臨到退休的選擇；與西方文化相比，東方文化較無委任專業經理人管理企業之作法，慣常以內部人員晉升為管理階層。故此，如何執行接班計劃，使新舊管理階層之間得以順利交接，穩定經營發展，一直是企業主與人力資源單位的重要課題。
本研究個案公司為台灣傳統製造業龍頭的跨國企業集團，對個案公司進行深度訪談與研究，進而對其目前執行接班計劃的現況及發現提出建議。本研究將對個案公司分別從制度、執行兩個層面給予建議，簡述如下：
一、 制度面
(一) 與績效、晉升、輪調制度連結的接班計劃。
(二) 建立起汰除機制。
二、 執行面
(一) 利害關係人的支持、認同與參與
(二) 尋找並引入外部接班人選

Succession planning has always been one of the important topics in the field of human resources. Over time, people born after the 1950s now have a place in the enterprise and face the choice of retirement; compared with Western culture, the East Culture has no way of appointing professional managers to manage companies, and it is customary to promote internal staff to management. Therefore, how to implement the succession plan, to enable the smooth handover between the old and new management teams, and to stabilize business development has always been an important issue for business owners and human resources units.
The case study company is a multinational enterprise group led by Taiwan's traditional manufacturing industry. It conducts in-depth interviews and research on case companies, and then makes recommendations on the current status and findings of its current succession plan. This study will give recommendations to the case companies from the system and implementation levels.

論文審定書 i
誌 謝 ii
摘 要 iii
Abstract iv
目 錄 v
圖目錄 vi
表目錄 vii
第一章 緒論 1
第一節 研究動機 1
第二節 研究目的 2
第二章 文獻探討 3
第一節 接班計劃意涵 3
第二節 管理才能 10
第三章 研究方法 16
第一節 研究架構 16
第二節 研究方法 17
第三節 研究對象 18
第四節 訪談對象與問題 18
第四章 研究結果 20
第一節 個案公司概述 20
第二節 訪談結果分析 31
第五章 結論與建議 56
第一節 研究結論 56
第二節 研究建議 57
參考文獻 61

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