Family-owned governance is a typical governance structure in Taiwan¡¦s companies, including those ones engaged in high-tech industry. For those family-owned companies in high-tech industry, they need to assign professional managers in key decision-making roles in order to compete in this industry characterize by fast-moving, rapidly changing, and highly competitive. Thus, the mechanism to solve the possible agency problem caused from separation of ownership and management is a rather tough issue for those high-tech family-owned companies. Utilizing the over-five-year data, this study examines the possible relationships between the assignment of professional managers in key decision-making roles, the family sharing, and the performance in Taiwan¡¦s family-owned companies in personal computer industry. The results indicate that assigning professional managers in key decision-making roles will negatively moderate the negative relationship between family indirect sharing and performance. However, the assignment of professional managers in key decision-making roles will not significantly influence the relationship between family direct sharing and performance in high-tech family-owned companies. The finding highlights the importance of giving professional managers decision-making positions to solve the agency problem besides the typical compensation mechanism in family-owned company context. Furthermore, it also provides referable values in agency issues in family businesses.

<p>Much is assumed about the professionalisation of managers, but the subject has been little studied within the social sciences. Did it take place and if so, how did it happen? Previous studies suggest that the managers in Swedish industries were professionalised after the Second World War, without, however, thoroughly investigating this claim. To be able to study the professionalisation process of managers, this thesis argues that it is necessary to look at both the ideals and the practice of management. This thesis constructs two different management ideals: the patriarchal ideal and the professional ideal, which are then joined together in a model. The model is then used to interpret the management behaviour of Swedish managers in 1910-1945.</p><p>The results of this thesis show that the professionalisation process of managers was not a strict process forward. The ideals were relatively easy to change from a patriarchal ideal to a professional ideal. But the practice of management could be patriarchal as well as professional, depending on the situation and the context. One explanation for this is that the managers could not always live up to the professional ideal. Instead they reverted to the system of personal trust and its loyalties in line with the patriarchal ideal. Therefore the professionalisation process of managers was not as successful as it might have been.</p>

Much is assumed about the professionalisation of managers, but the subject has been little studied within the social sciences. Did it take place and if so, how did it happen? Previous studies suggest that the managers in Swedish industries were professionalised after the Second World War, without, however, thoroughly investigating this claim. To be able to study the professionalisation process of managers, this thesis argues that it is necessary to look at both the ideals and the practice of management. This thesis constructs two different management ideals: the patriarchal ideal and the professional ideal, which are then joined together in a model. The model is then used to interpret the management behaviour of Swedish managers in 1910-1945. The results of this thesis show that the professionalisation process of managers was not a strict process forward. The ideals were relatively easy to change from a patriarchal ideal to a professional ideal. But the practice of management could be patriarchal as well as professional, depending on the situation and the context. One explanation for this is that the managers could not always live up to the professional ideal. Instead they reverted to the system of personal trust and its loyalties in line with the patriarchal ideal. Therefore the professionalisation process of managers was not as successful as it might have been.