本研究從企業永續經營與二代傳承的視角，以繼承者與企業權力核心的距離為衡量標準，區隔家族企業傳承的三個階段：初步接觸階段、共同管理階段及核心權力轉移階段，並探討二代繼承者在不同階段中對企業國際化策略布局之影響。透過對兩個家族企業的案例分析，本研究洞見繼承者在不同階段與領導者對於傳統觀念的衝突，年輕的繼承者渴望走出去，採取國際化經營，而前代領導者則強調視員工如己出，不願讓企業發生變革、承擔風險。據此，本研究歸納並總結兩代人之間形成衝突的焦點：傳承意願衝突、管理策略衝突及權力轉移衝突。最後，針對不同階段的衝突提出相應的策略，前代領導者的管理策略為：引導子女的接班意願，採用柔性的方式控制衝突，透過理性認知提高管理共識；繼承者策略則是：透過自我證明及感性的承諾緩解衝突。

The research is seen from the angle of the second generation of family inheritance and how they run the business given differing intellectual capabilities, maturity and potentially substandard management practices compared to the founders. With two case studies, we discuss the inheritors take and strategy on globalization through the analyzing of two family enterprises. We have foreseen the conflicts between the two generations in different stages of the process. The younger generation eager to expand the market takes on a more international style of management. However, the older generation focuses more on avoiding risks and therefore has a more conservative view of change. Thus our research integrates the management conflict between the two generations with regard to how to run the business. Giving the proper response with regard to the nature of the problem, the willingness of the inheritors to take over the business will also influenced.