近年來，家族企業在全球經濟中扮演著相當重要的角色，已然成為了當今的熱門議題。家族企業與非家族企業最大的相異處在於家族的文化與企業的發展密不可分，因此，先前相關研究顯示當家族成員間關係越和諧、家族企業越重視家族治理機制的實施時，皆能有效提升家族企業的財務績效。然而，相較於其他地區的家族企業早已蓬勃發展，台灣之家族企業屬於剛起步的狀態，故先前研究大多關注公司治理，而尚未釐清家族和諧與家族治理機制對於台灣家族企業之財務績效的影響。
本研究藉由資誠聯合會計師事務所在2018年11月到2019年6月對其家族企業客戶之問卷調查資料，發現家族和諧與家族治理機制間存在相輔相成的關係，且與先前研究結果一致，越重視家族治理機制、家族關係越和諧，皆能提升台灣家族企業的獲利能力。此外，本研究實證結果表明家族和諧是透過提升家族企業對於正式家族治理機制的重視，進而提高其下一年財務績效，意即正式家族治理機制在家族和諧對下一年財務績效的正向影響中，具有中介效果。

In recent years, family businesses have played a significant role in the global economy and have become a popular topic of discussion. The main difference between family businesses and non-family businesses lies in the inseparable relationship between family culture and business development. Previous studies have shown that when family members have harmonious relationships and family businesses prioritize the implementation of family governance mechanisms, it effectively enhances the financial performance of family businesses. However, compared to the thriving development of family businesses in Europe and America, family businesses in Taiwan are still in their early stages. Therefore, previous research has mostly focused on corporate governance and has not yet clarified the impact of family harmony and family governance mechanisms on the financial performance of Taiwanese family businesses.
This paper use questionnaire survey data collected by PwC from November 2018 to June 2019 from their family business clients. The empirical results a complementary relationship between family harmony and family governance mechanisms, consistent with previous research findings. The results show that the more importance given to family governance mechanisms and the more harmonious the family relationships, the higher the profitability of Taiwanese family businesses. Furthermore, this study provides empirical evidence that family harmony enhances the next year's financial performance of family businesses through the increased emphasis on formal family governance mechanisms. This indicates that formal family governance mechanisms play an intermediary role in the positive impact of family harmony on the next year's financial performance.

第壹章 緒論 1
第一節 研究動機與目的 1
第二節 研究架構 4
第貳章 文獻探討與假說發展 5
第一節 家族治理機制(Family Governance Mechanism) 5
第二節 家族和諧(Family Harmony) 8
第三節 家族治理機制與家族和諧 10
第四節 家族治理機制與財務績效 12
第五節 家族和諧與財務績效 13
第六節 家族和諧與家族治理機制之中介效果 14
第參章 研究方法 17
第一節 資料來源 17
第二節 實證模型與變數定義 19
第三節 信度分析 23
第肆章 實證結果分析 25
第一節 敘述性分析 25
第二節 相關性分析 31
第三節 迴歸分析與實證結果 35
第伍章 研究結論 55
第一節 研究結論 55
第二節 研究限制與建議 57

中文文獻
司徒達賢（2013(a)）。家族企業永續發展：家族治理與家族憲法，董事會評論。
司徒達賢（2013(b)）。啟動家族治理，化解潛在衝突，哈佛商業評論。
台灣董事學會（2018）。華人家族關鍵報告。
台灣董事學會（2019）。華人家族關鍵報告。
台灣董事學會（2020）。華人家族關鍵報告。
安永聯合會計師事務（2021）。啟動家族治理之關鍵要點02—家族治理現況大盤點。
安永聯合會計師事務（2022）。邁向永續經營—家族治理對家族企業傳承之影響。
洪志洋、鍾佩容、莊豐光（2011）。台灣上市公司股權集中、治理型態、家族傳承類型與經營績效，評價學報，4，1-26。
http://doi.org/10.30073/JV.201107.0001
侯怡如（2022）。家族治理、家族和諧與家族傳承之關聯性［未出版之碩士論文］。國立台北大學會計學系。
郭翠菱與王志洋（2017）。公司治理如何影響家族企業之績效？長期縱貫分析，會計評論Journal of Accounting Review，64，61-111。
http://doi.org/10.6552/JOAR.2017.64.3
張惠晴、林昆立、張元（2022）。家族傳承與公司績效－企業社會責任的調節作用，應用經濟論叢，111，121-178。
http://doi.org/10.53106/054696002022060111004
資誠聯合會計師事務所（2019）。2019臺灣家族企業傳承調研報告。
資誠聯合會計師事務所（2020）。2020臺灣家族企業傳承白皮書。
蔡鴻青(李郁怡採訪整理)（2015）。有效管理家族企業的利益衝突，哈佛商業評論https://www.hbrtaiwan.com/article_content_AR0003235.html
英文文獻
Anderson, R. C., & Reeb, D. M. (2003). Founding-Family Ownership and Firm Performance: Evidence from the S&P 500. The Journal of Finance, 58(3), 1301-1327.
http://doi.org/10.1111/1540-6261.00567
Adendorff, C., Venter, E., & Boshoff, C. (2008). The impact of family harmony on governance practices in South African Greek family businesses. Management Dynamics, 17(3), 28-44.
http://doi.org/10.10520/EJC69738
Beckhard, R. & Dyer, W. G., Jr. (1983). Managing continuity in the family-owned business. Organizational Dynamics, 12(1), 5-12.
https://doi.org/10.1016/0090-2616(83)90022-0
Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of Personality and Social Psychology, 51(6), 1173-1182.
https://doi.org/10.2308/accr-51382
Bertrand, M., & Schoar, A. (2006). The Role of Family in Family Firms. Journal of Economic Perspectives, 20(2), 73-96.
http://doi.org/10.1257/jep.20.2.73
Bennedsen, M., Nielsen, K. M., Pe´rez-Gonza´ lez, F., & Wolfenzon, W. (2007). Inside The Family Firm: The Role Of Families In Succession Decisions And Performance. The Quarterly Journal of Economics, 122(2), 647-691.
https://doi.org/10.1162/qjec.122.2.647
Berent-Braun, M. M., & Uhlaner, L. M. (2012). Family governance practices and teambuilding: Paradox of the enterprising family. Small Business Economics, 38(1): 103-119.
http://doi.org/10.1007/s11187-010-9269-4
Botero, I., Betancourt, G., Ramirez, B. and Vergara, M. (2015). Family protocols as governance tools: understanding why and how family protocols are important. Journal of Family Business Management, 5(2), 218-237.
https://doi.org/10.1108/JFBM-01-2015-0001
Bloemen-Bekx, M., Gils, A., Lambrechts, F., & Sharma, P. (2021). Nurturing offspring’s affective commitment through informal family governance mechanisms. Journal of Family Business Strategy, 12(2), [100309]
https://doi.org/10.1016/j.jfbs.2019.100309
Chrisman, J. J., Chua J. H., Isabelle, L. B.-M., Miller D., & Steier L. P. (2018). Governance Mechanisms and Family Firms. Entrepreneurship Theory and Practice, 42(2), 171-186.
https://doi.org/10.1177/1042258717748650
Dyer, W.G. (2006). Examining the “family effect” on firm performance. Family Business Review, 19(4), 253-273.
https://doi.org/10.1111/j.1741-6248.2006.00074.x
DeNoble, A., Ehrlich, S. and Singh, G. (2007). Toward the development of a family business self-efficacy scale: A resource-based perspective. Family Business Review, 20(2), 127-140.
https://doi.org/10.1111/j.1741-6248.2007.00091.x
Eddleston, K.A., Morgan, R. M. (2014). Trust, commitment and relationships in family business: Challenging conventional wisdom. Journal of Family Business Strategy, 5(3), 213-216.
http://doi.org/10.1016/j.jfbs.2014.08.003
Gersick, K. E., Davis, J. A., McCollom Hampton, M., & Lansberg, I. (1997). Generation to generation. Life cycles of a family business. Boston: Harvard Business School Press.
Gersick, K. E., & Feliu, N. (2014). Governing the family enterprise: Practices, performance and research. In L. Melin & M. Nordqvist (Eds.), The SAGE handbook of family business ,196-225. London: Sage.
http://doi.org/10.4135/9781446247556.n11
Habbershon, T. G., & Astrachan, J. H. (1997). Research note: Perceptions are reality: How family meetings lead to collective action. Family Business Review, 10(1), 37-52.
https://doi.org/10.1111/j.1741-6248.1997.00037.x
Harrington B., & Strike V. M. (2018). Between Kinship and Commerce:
Fiduciaries and the Institutional Logics of Family Firms. Family Business Review, 31(4), 417-440.
https://doi.org/10.1177/08944865187808
He, Y., Li, B., Liu, Z., & Pittman, J. (2021). Does the Threat of a PCAOB Inspection Mitigate US Institutional Investors' Home Bias?. Contemporary Accounting Research, 38(4), 2622-2658.
https://doi.org/10.1111/1911-3846.12700
Jose, M., Gimeno, A., Samara, G., & Saris, W. (2020). The adoption of governance
mechanisms in family businesses: an institutional lens. Journal of Family Business Management,
https://doi.org/10.1108/JFBM-07-2019-0054
Kavikondala, S., Stewart, S. M., Ni, M. Y., Chan, B. H. Y., Lee P. H., Li, K.-K., McDowell, I., Johnston, J. M., Chan, S. S., Lam, T. H., Lam, W. W. T., Fielding, R., & Leung G. M. (2016). Structure and Validity of Family Harmony Scale: An Instrument for Measuring Harmony. Psychological Assessment, 28(3), 307-318.
http://doi.org/10.1037/pas0000131
Lansberg, I. S. (1983). Managing human resources in family firms: The problem of institutional overlap. Organizational Dynamics, 12(1), 39–46.
https://doi.org/10.1016/0090-2616(83)90025-6
Lambrecht, J., Lievens, J.(2008). Pruning the Family Tree: An Unexplored
Path to Family Business Continuity and Family Harmony. Family Business Review, 21(4), 295-313.
https://doi.org/10.1177/08944865080210040103
Lo, L. C., Hsieh, P. C. & Kenneth K. K. (2020). The Effects of Formal and Informal Family Governance on Family Harmony within Chinese Family Business, 2020 Academy of International Business Southeast Asia Regional Conference, Hong Kong, China, December 3-5, 2020. (Accepted)
Mustakallio, M., Autio, E. & Zahra, S.A. (2002). Relational and contractual governance in family firms: effects on strategic decision making. Family Business Review, 15(3), 205-222.
https://doi.org/10.1111/j.1741-6248.2002.00205.x
Miller, D., Breton-Miller, I. L. (2006) Family Governance and Firm Performance:
Agency, Stewardship, and Capabilities. Family Business Review, 19(1), 73-87.
https://doi.org/10.1111/j.1741-6248.2006.00063.x
Neubauer, F., & Lank, A. G. (1998). The family business: Its governance for sustainability. London: Macmillan Press
Nordqvist, M., Sharma, P., & Chirico, F. (2014). Family Firm Heterogeneity and Governance: A Configuration Approach. Journal of Small Business Management, 52(2), 192-209.
https://doi.org/10.1111/jsbm.12096
Poppo, L., & Zenger, T. (2002) Do Formal Contracts and Relational Governance Function as Substitutes or Complements? Strategic Management Journal, 23(8),
707-725
https://doi.org/10.1002/smj.249
Steier, L. (2001). Family Firms, Plural Forms of Governance, and the Evolving Role of Trust. Family Business Review, 14(4), 353-368.
https://doi.org/10.1111/j.1741-6248.2001.00353.x
Suess, J. (2014). Family governance – literature review and the development of a conceptual model. Journal of Family Business Strategy, 5(2), 138-155.
https://doi.org/10.1016/j.jfbs.2014.02.001
Tagiuri, R., & Davis, J.A. (1992). On the goals of successful family companies. Family Business Review, 5(1), 43-62.
https://doi.org/10.1111/j.1741-6248.1992.00043.x
Ward, J.L. (1987). Keeping the family business healthy: How to plan for continuing growth, profitability, and family leadership, San Francisco: Jossey-Bass.
Gallo, M. A., & Ward, J. (1991). Family protocol (DGN-448). Technical Note Research Division, IE