Research On The Impact Of H Group’s Intergenerational Inheritance On Enterprise Performance

As an important organizational form of China’s private enterprises,family enterprises have made great economic contributions to China’s non-public economy and promoted the long-term and steady development of China’s economy.Nowadays,the vast majority of the founders of family enterprises in China are facing the dilemma of getting older and older,and there is an urgent need to solve the problem of their own business successors.Therefore,the inheritance of family enterprises has become a practical problem for family enterprises in China.Due to the lack of a professional manager market and the profound cultural heritage of the family business,the family business prefers to entrust the company to family members to complete the inheritance management in the choice of inheritance methods.For family enterprises,the adjustment of the corporate governance layer and the change of the company’s strategy caused by intergenerational inheritance will bring risks or opportunities to the enterprise.Seizing opportunities and avoiding risks will promote the development of the enterprise.In recent years,the inheritance of family enterprises in China has shown an explosive period,and family enterprises have begun to enter the intergenerational inheritance stage.The relevant research on the intergenerational inheritance of family enterprises has gradually become a hot topic in academia,but most of them are mainly based on empirical research,and there is a lack of detailed analysis of a single case.After sorting out and studying the existing literature,this article uses the case analysis method to sort out and divide the process of intergenerational inheritance of H Group.The analysis finds that the founder of H Group has an early planning period for the succession of heirs,and paves the way for the heirs at different stages of intergenerational inheritance,so that the heirs can level Steadily take over.And due to the differences in academic background and ideological concepts,the successor will improve the business situation of the enterprise through the adjustment of the company’s strategy after taking over,and innovate the enterprise’s new profit points,so as to establish personal authority.Later,through the event research method and the four dimensions of the balanced scorecard,the comprehensive evaluation of market response,financial performance and non-financial performance are evaluated,and then the impact of H Group’s intergenerational inheritance on enterprise performance is evaluated.In summary,this article draws the following conclusions: the stable and successful inheritance of the family enterprise depends on the early formulation of the inheritance plan by the founder and the long-term auxiliary management before the second generation takes over;the timely strategic adjustment made by the heirs of the family enterprise intergenerational inheritance after taking office can improve the business situation of the enterprise to a certain extent and promote Improvement of enterprise performance.Through the research of H Group’s single case,we can draw relevant conclusions and suggestions on how to inherit the family enterprise smoothly,so as to enrich the research in relevant fields and provide case reference for the inheritance of other family enterprises in China.