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嬰兒潮世代參與活動動機研究與應用

為了解決Pre happy birthday t的問題，作者尤子寧 這樣論述：

退休階段的調整是影響成功老化的關鍵，瞭解參與動機是激勵行為改變的關鍵。臺灣嬰兒潮世代已屆齡退休階段，但目前針對此世代動機研究缺乏。過去雖有許多動機的理論模型，但參與動機會受人口背景影響，因此促進動機改變方法上，仍須依據人口背景進行研究調整。承上，本研究第一階段為嬰兒潮世代參與動機因素與動機改變方法偏好研究；第二階段將應用「動機改變方法建議」於「桌遊體驗活動」。本研依參與動機因素差異將臺灣嬰兒潮世代區分為「條件影響型」、「消極內壓型」、「積極主動型」、「被動利誘型」四個集群，其中「內在阻礙」是影響分群的主要動機因素，分析結果顯示不同集群在人口背景及動機改變方法上均有顯著差異。應用「動機改變方法

建議」於桌遊體驗活動，分析結果顯示長者在參與活動動機、動機改變方法偏好上均有提升，顯示動機改變方法介入，有助於提升長者參與活動動機，未來可運用「動機改變方法建議」進行長者活動規劃。

A Case Study of Family Business Succession Contest and Planning: Lesson from Royal Families

為了解決Pre happy birthday t的問題，作者薛鈴鈴 這樣論述：

The ‘lucky sperm club’ as Warren Buffet calls the group of heir generally more extensively and expensively educated but lack of managerial and leadership skills compared to their parents; and the most common succession failure of family business succession is simply passing down the company to the

eldest son. Given the same desire to preserve legacy to offspring, royal families also face succession issues: skills and capabilities are not biologically inherited. Nevertheless, reigning royals of monarchies, kingdoms, and emperors have survived wars, revolution, and throne succession for centuri

es while 70% family business fail to survive in the first generation. Thus, this study aims to draw lessons from the royals.Family business under this study is SM Company, which was the cable market leader in Indonesia during the pre 1998 crisis. The family faces succession planning issues by adopti

ng a highly familial culture. Therefore, by using a qualitative case study approach and triangulation, this study assess and aim to explore typical family business issues: gender preferences, first son (長子) belief, inadequate succession planning, siblings rivalry, child comparison aversion, child re

luctance, and founder’s postponement to retire.By examining various strategies of monarch’s robust succession contest and succession planning, a family can adopt the strategy to select and prepare the candidates, mostly family members, to inherit the throne. Malaysia’s crown rotation and Pope’s card

inal election is suitable for low nepotistic familial culture in which the degree of intervention is low and high, respectively; while uniting the elites and well regulated group of House of Saud is applicable to the high nepotism and high intervention family business environment. However, when the

father favors nepotism and no one could intervene the decision, primogeniture succession planning must be carefully designed.Learning from the Chakri Dynasty, balancing the sovereign power when the chosen successor is either reluctance or inadequate is the key to keep the continuity of a business. F

urthermore, learning from House of Wangchuck, succession is not an event but a lifetime process; hence, status is earned not given. Proving oneself is the key for acceptance and smooth transition. Siblings rivalry can only be constructed by an affectionate parents and the chosen successor to the sib

lings, as learned from House of Windsor. Professional evaluation of House of Norodom can select the suitable highborn, compared with unstructured family business’ selection formulae. A new position for the sticky incumbents can minimize the possibility of founder’s attachment. Lastly, learning from

Russian Kingdom and successful Japanese family firms, marriage and adult adoption can preserve the legacy intergenetaionally.