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Brumana M., Cassia L., De Massis A., Discua Cruz A., Minola T. (2015). Transgenerational professionalization of family firms: The role of next generation leaders. In N. Auletta, R. L. DeWitt, M.J. Parada, M. Yusof (Eds.), Developing Next Generation Leaders for Transgenerational Entrepreneurial Family Enterprises. Edward Elgar Publishing Inc., Northampton, MA.
布鲁马纳·M.，卡西娅·L.，德马西斯·A.，迪斯库阿·克鲁兹·A.，米诺拉·T.（2015）。跨代专业化在家族企业中的发展：下一代领导者的作用。载于 N. 奥莱塔、R. L. 德威特、M.J. 帕拉达、M. 尤索夫（编），《跨代创业家族企业下一代领导者的培养》。爱德华·埃尔加出版公司，马萨诸塞州诺斯汉普顿。

We would have never taken this risk and grown this venture across generations without going through a professionalization path. (Marcello Persico, 2nd generation family member, talking about the acquisition of a new venture in Spain)
如果没有走专业化发展道路，我们绝不会冒这个风险，更不会让这个事业跨代传承并发展壮大。（马尔切洛·佩尔西科，家族第二代成员，谈及在西班牙收购新业务）

Persico SpA was established in 1976 in Nembro (Bergamo, Italy) by Pierino Persico, a brilliant craftsman who enjoyed creating models for diverse artefacts. The company was originally founded as a wooden model workshop and in a few years became an established and reputable business that grew significantly by focusing on the manufacturing of moulds (hollow containers used to give shape to molten or hot liquid materials as they cool and harden). Over the years, Persico SpA became a well-diversified business with several business divisions. The first two were Persico Automotive, which progressively specialized in the manufacturing of moulds for interior parts and sound-heat insulation for vehicles, and Persico Rotomoulding, dedicated to the production of rotational aluminium moulds. Persico SpA developed strong expertise in these fields, gradually becoming the leading European manufacturer in both markets.
佩尔西科股份有限公司（Persico SpA）成立于 1976 年，总部位于意大利贝加莫省的内姆布罗市，由杰出的工艺大师皮耶里诺·佩尔西科（Pierino Persico）创立。该公司最初是一家木制模型工坊，凭借对制作各类工艺品模型的热情，迅速发展成为一家知名企业。通过专注于模具制造（即用于在冷却硬化过程中为熔融或高温液体材料成型而使用的空心容器），公司实现了显著增长。经过多年发展，佩尔西科股份有限公司已发展成为一家业务多元化的企业，下设多个业务部门。其中前两个部门是佩尔西科汽车（Persico Automotive），该部门逐步专精于汽车内饰件模具及声学热绝缘材料的制造，以及佩尔西科旋转成型（Persico Rotomoulding），专注于旋转铝模具的生产。佩尔西科股份有限公司在这些领域积累了深厚专业技术，逐步成为欧洲两大市场的领先制造商。

To promote the firm’s growth in different industries, sectors and products, Pierino carefully selected professional family and non-family managers, granting them autonomy in managing and developing the different business units. In 1984, the company launched Persico Rotomoulding after obtaining a license for a rotational moulding system. The Engineering department was created in 2002 for the development of a patented
为了促进公司在不同行业、领域和产品中的发展，皮耶里诺精心挑选了专业化的家族成员和非家族成员作为管理者，并赋予他们在管理和开发不同业务单元方面自主权。1984 年，公司在获得旋转成型系统许可证后，推出了 Persico Rotomoulding。2002 年，工程部门成立，致力于开发一项专利技术。
rotational moulding machine with a completely automated cycle. A fourth division, Persico Marine, was created in 2004 to develop nautical projects from design up to prototype manufacturing.
旋转成型机，配备完全自动化的生产周期。2004 年，公司成立了第四个部门——Persico Marine，专门从事从设计到原型制造的船舶项目开发。

By the year 1998, Persico SpA had turned into a second generation family firm. The first generation is represented by the founder Pierino and the second generation by his two daughters, Claudia and Alessandra, and his son, Marcello. In recent decades, the two generations have jointly led the firm. While Pierino is chairman, the second generation members are managing directors of the three divisions: Automotive, Rotomoulding and Marine. The second generation recognizes Pierino as the ‘most entrepreneurial’ figure in the firm, always associated with superior creativity, inner passion and commitment. He is also known for his enthusiasm for new ideas, supporting new initiatives, his belief in innovation and his ability to foresee potential opportunities.
截至 1998 年，佩尔西科股份有限公司已发展成为一家第二代家族企业。第一代创始人皮耶里诺（Pierino）与他的两个女儿克劳迪娅（Claudia）和亚历山德拉（Alessandra），以及他的儿子马尔切洛（Marcello）共同代表第二代。近年来，两代人共同领导公司。皮耶里诺担任董事长，第二代成员则担任三个部门的总经理：汽车、旋转成型和海洋。第二代成员认为皮耶里诺是公司中“最具创业精神”的人物，始终与卓越的创造力、内在热情和奉献精神紧密相连。他以对新想法的热情、支持新举措、对创新的信念以及预见潜在机会的能力而闻名。

Pierino in turn acknowledges that in the modern era new challenges tend to make the second generation’s representatives the new family entrepreneurs. His views are insightful for the company and those leading it:
皮耶里诺进一步指出，在现代社会，新的挑战往往使第二代成员成为家族企业的新一代创业者。他的观点对公司及其领导层具有重要启示意义：
[W]hat has worked well so far is not assumed, despite all our efforts, to ensure our future tomorrow. . . . Today we have reached such a level of sophistication that it is now really up to my children . . . when we talk about internationalization, employment of skilled top managers, entry in new markets, acquisitions, partnerships … I feel I am leaving such a challenge in their hands, and on the other, such great responsibilities. . . . They are the decision-makers of the development, now it is all theirs . . . today the craftsman’s mindset is no longer sufficient to make the business entrepreneurial and survive; greater attention to external and international markets is needed.
[W]迄今为止行之有效的方法，尽管我们付出了巨大努力，仍不能理所当然地认为能确保我们的未来。……如今，我们已达到如此高的水平，当我们谈论国际化、聘用高素质管理人才、开拓新市场、收购、合作……时，我感到自己正将如此重大的挑战交到孩子们手中，同时他们也肩负着巨大的责任。. . . 他们是发展的决策者，现在一切都掌握在他们手中. . . 如今，工匠精神已不足以让企业具备创业精神并生存下去；我们需要更加关注外部和国际市场。

Pierino recognizes the prowess and abilities of the second generation in facing business challenges and seeking new opportunities. Pierino is aware of the complexity of pursuing entrepreneurial opportunities in the current economic context and affirms that the professional skills of the second generation leaders are particularly relevant in facing such challenges.
皮耶里诺认可第二代在应对商业挑战和寻求新机遇方面的卓越能力和素质。皮耶里诺深知在当前经济环境下追求创业机遇的复杂性，并强调第二代领导者的专业技能在应对这类挑战时尤为重要。

The second generation members pursue international business opportunities and alliances, which in 2011 led to the potential acquisition of Future Fibres, a firm in Spain looking for a partner to build carbon masts. This initiative would allow Persico’s marine division to strengthen its value chain with new activities such as planning and design while providing a link to boat racing teams worldwide, which had tremendous commercial potential. Future Fibres was open to acquisition by Persico. However, this path involved risks related to a substantial financial investment and the evident need for operational and cultural integration with Future Fibres. The key challenges were preserving Persico’s and Future
第二代成员致力于开拓国际业务机会和建立战略联盟，这在 2011 年促成了对西班牙公司 Future Fibres 的潜在收购。Future Fibres 正寻求合作伙伴共同开发碳纤维桅杆业务。此举将使 Persico 的海洋业务部门通过新增规划与设计等业务环节强化价值链，并建立与全球帆船赛队的合作纽带，这具有巨大的商业潜力。Future Fibres 对被 Persico 收购持开放态度。然而，这一路径涉及重大财务投资风险，且与 Future Fibres 在运营和文化层面存在明显的整合需求。关键挑战在于如何在保持 Persico 和 Future Fibres 各自核心优势的同时，实现两者的有机融合。

Fibre’s identities in their local contexts while also meeting the family objectives.
纤维在本地环境中的特性，同时满足家庭目标。

Contrary to mainstream managerial logic, which emphasizes engaging external advisors, the Persico family decided to exploit internally available professional skills, specifically those that Marcello had acquired while working at the Boston Consulting Group, one of the ‘Big Four’ consultancies in the world. Aided by Persico’s application of specialized management tools - performance and financial evaluations, strategic planning tools and structured governance mechanisms - Marcello launched the corporate venture with a high degree of autonomy from his father. Persico thus acquired 25 per cent of Future Fibres. In subsequent years and through a series of capital investments, Persico came to acquire control of 75 per cent (a threshold reached in 2013) of Future Fibres.
与主流管理逻辑相反，后者强调聘请外部顾问，佩尔西科家族决定利用内部现有的专业技能，特别是马尔切洛在波士顿咨询集团（全球四大咨询公司之一）工作期间积累的经验。在佩尔西科应用专业管理工具（包括绩效和财务评估、战略规划工具及结构化治理机制）的协助下，马尔切洛以高度自主的方式启动了企业风险投资业务。Persico 因此获得了 Future Fibres 25%的股权。在随后的几年里，通过一系列资本投资，Persico 逐步获得了 Future Fibres 75%的股权（这一门槛于 2013 年达到）。

This chapter deals with ‘transgenerational professionalization’ or the professionalization of the family firm that occurs in parallel with transferring leadership from one generation to the next. Attention to transgenerational professionalization is important since renewing business policies and improving professionalization are particularly relevant when significant disruptions - such as an intra-family succession - occur in family firms (Dekker et al., 2013).
本章探讨“跨代专业化”或家族企业在代际领导权交接过程中同步发生的家族企业专业化现象。关注跨代专业化至关重要，因为在家族企业面临重大变革（如家族内部继任）时，更新商业政策和提升专业化水平尤为关键（Dekker 等，2013）。

While research provides relevant insights into family firm professionalization, a transgenerational perspective on professionalization and its effects on the entrepreneurial attitudes of next generation leaders is still lacking. We believe this study will conceptually and empirically add to the understanding of professionalization in family firms, particularly in a theoretical transgenerational entrepreneurship framework.
尽管研究为家族企业专业化提供了相关见解，但从跨代视角探讨专业化及其对下一代领导者创业态度的影响仍存在不足。我们认为，本研究将在理论上和实证上为家族企业专业化的理解增添新知，尤其是在跨代创业理论框架下。

Drawing on a longitudinal case study conducted within the Successful Transgenerational Entrepreneurship Practices (STEP) project, this chapter contributes to the current debate on family firm professionalization and
基于成功跨代创业实践（STEP）项目中开展的纵向案例研究，本章为当前关于家族企业专业化发展的讨论提供了新的视角。
highlights the specific role played by next generation leaders. Particularly, we investigate the specific drivers that can sustain or constrain the transgenerational professionalization of a family firm and its effects on the entrepreneurial attitudes of next generation leaders. The evidence is drawn from Persico SpA, an Italian family firm established in 1976 specializing in mould manufacturing. It has developed a well-diversified portfolio of four divisions and become leader in different markets at the European level. The divisions are led by professional family members and non-family managers. The overall corporate structure allows each division to be run independently with a sustained entrepreneurial orientation.
强调了新一代领导者所发挥的独特作用。具体而言，我们探讨了能够促进或制约家族企业跨代专业化进程的特定驱动因素，以及这些因素对新一代领导者创业态度的影响。研究案例选取自意大利家族企业 Persico SpA，该公司成立于 1976 年，专注于模具制造。经过发展，该公司已形成涵盖四个业务部门的多元化产品组合，并在欧洲多个市场占据领先地位。各业务部门由专业家族成员与非家族经理共同领导。公司整体架构允许各业务部门独立运营，并持续保持创业导向。

Our findings confirm the most recent perspectives and go beyond the limits of binary approaches to family firm professionalization (Dekker et al., 2015). Evidence from Persico illustrates that transgenerational learning, organizational structures based on the family structure, internal growth, environmental challenges and the entrepreneurial orientation of the founding generation are conducive to transgenerational professionalization. Conversely, an overlap of ownership and management and emotional involvement can hinder family firm transgenerational professionalization. The evidence allows us to consider the impact of transgenerational professionalization on the entrepreneurial attitudes of next generation leaders.
我们的研究结果证实了最新的研究视角，并超越了家庭企业专业化研究中二元化方法的局限性（Dekker 等，2015）。Persico 的研究表明，跨代学习、基于家庭结构的组织结构、内部增长、环境挑战以及创始代的创业导向有利于跨代专业化。相反，所有权与管理权的重叠以及情感投入可能阻碍家族企业跨代专业化。这些证据使我们能够探讨跨代专业化对下一代领导者创业态度的影响。

Overall, this exploratory study puts forward propositions on the enabling and constraining factors that influence the transgenerational professionalization of family firms. Particularly, it explores the role of next generation family leaders in accomplishing firm professionalization in the generational transition and fostering entrepreneurial orientation.
总体而言，本研究通过探索性研究提出了影响家族企业跨代专业化发展的促进因素与制约因素。特别地，研究探讨了家族企业下一代领导者在代际更替过程中推动企业专业化发展及培育创业导向中的作用。

The chapter is structured as follows. First, we introduce the Italian family business context and extant literature on professionalization and transgenerational professionalization in family firms. Thereafter, we describe the methodology and case study analyzed: Persico SpA. Finally, we develop an emerging framework and a related set of propositions highlighting factors that play a key role in the professionalization of family firms in a generational transition. We also explore the link between transgenerational professionalization and transgenerational entrepreneurship. The limitations of the study and future research directions are also provided.
本章结构如下。首先，我们介绍意大利家族企业背景及现有文献中关于家族企业专业化与跨代专业化的研究。随后，我们描述了研究方法及分析的案例研究：Persico SpA。最后，我们提出了一个新兴框架及相关命题，强调在家族企业代际转型过程中专业化过程中发挥关键作用的因素。此外，我们探讨了跨代专业化与跨代创业之间的关联。研究的局限性及未来研究方向亦在文中予以阐述。

Family firms dominate the Italian economic landscape and have a significant impact on society. Ninety-two per cent of all Italian firms,
家族企业主导着意大利的经济格局，并对社会产生深远影响。意大利 92%的企业，
including 42 of the 100 largest firms in the country, and 58 per cent of those with annual earnings of over 50 million euro, are family businesses (CERIF, 2008, Osservatorio AUB, 2011). Italian family firms account for 52 per cent of national employment and contribute 70 per cent of the total industrial GDP (CERIF, 2008). Thus, family firms have a strong influence in the creation of employment, social and economic wealth (Habbershon and Pistrui, 2002; Shanker and Astrachan, 1996). Between 2003 and 2011, as compared with non-family firms, Italian family firms have performed exceptionally well. These firms have reported experienced increased employment, and above average returns on equity and investment (Osservatorio AUB, 2009, 2010, 2011).
包括全国 100 家最大企业中的 42 家，以及年收入超过 5000 万欧元企业的 58%，均为家族企业（CERIF，2008；AUB 观察站，2011）。意大利家族企业占全国就业总量的 52%，并贡献了工业总产值的 70%（CERIF，2008）。因此，家族企业在就业创造、社会和经济财富积累方面具有重要影响力（Habbershon 和 Pistrui，2002；Shanker 和 Astrachan，1996）。2003 年至 2011 年间，与非家族企业相比，意大利家族企业表现尤为突出。这些企业报告了就业增长，以及高于平均水平的股权回报率和投资回报率（奥斯维尔迪奥·奥布，2009 年、2010 年、2011 年）。

In Italy, family business succession in the family sphere is socially expected and often intended. Yet current studies show that only 50 per cent of Italian family businesses survive the transition from the first to the second generation, and only 15 per cent pass from the second to the third generation (CNEL, 2006). At the end of 2008, the statistics on Italian family firms reporting earnings of over 50 million euro show that 30.9 per cent are led by the founding or first generation member, 50.7 per cent by the second generation, 14.6 per cent by the third and only 3.8 per cent by the fourth or subsequent generation (Osservatorio AUB, 2009). Interestingly, although succession is intended, low growth and profitability mark Italian family firms when the business is transferred from one generation to the next.
在意大利，家族企业内部的代际传承在社会上被普遍期待且常常是家族的意愿。然而，当前研究显示，仅有 50%的意大利家族企业在从第一代到第二代的传承中存活下来，而从第二代到第三代的传承成功率仅为 15%（CNEL，2006）。截至 2008 年底，收入超过 5000 万欧元的意大利家族企业统计数据显示，30.9%由创始代或第一代成员领导，50.7%由第二代领导，14.6%由第三代领导，仅 3.8%由第四代或后续代领导（AUB 观察站，2009）。值得注意的是，尽管企业接班计划已制定，但当企业从一代传至下一代时，意大利家族企业普遍面临增长缓慢和盈利能力较低的问题。

Currently, the succession panorama in Italian family enterprises is challenging. According to a recent report, 80 per cent of 80,000 Italian entrepreneurs consider the succession decision as one of the most problematic issues facing existing firms (Osservatorio AUB, 2009). As succession is a process at the heart of any family business (De Massis et al., 2014a; Howorth et al., 2010) and a way of keeping the family involved in the business (Yu, 2013) it draws the attention of researchers and consultants alike. In such a critical yet fragile process for family firms (De Massis, Chua and Chrisman, 2008), identifying the factors that may facilitate their survival over time and the development of next generation leaders is paramount. Recent studies caution that the lack of succession planning, closely linked to the absence of timely professionalization, could explain the demise of family businesses (Chittoor and Das, 2007). Thus, researchers and practitioners need to consider the key processes that support the professionalization of firms during generational transitions (Gimeno and Parada, 2013).
目前，意大利家族企业继承格局面临严峻挑战。根据最新报告，80%的意大利企业家认为继承决策是现有企业面临的最棘手问题之一（Osservatorio AUB，2009）。作为家族企业核心过程（De Massis 等，2014a；Howorth 等，2010）以及保持家族成员参与企业运营的方式（Yu，2013），这一议题吸引了研究者和顾问的广泛关注。在家族企业这一关键且脆弱的转型过程中（De Massis、Chua 和 Chrisman，2008），识别可能促进企业长期生存及下一代领导者发展的关键因素至关重要。近期研究警告称，缺乏继任规划，与及时专业化缺失密切相关，可能是家族企业衰落的原因（Chittoor 和 Das，2007）。因此，研究者和实践者需关注代际过渡期间支持企业专业化的关键过程（Gimeno 和 Parada，2013）。

In mainstream business literature, firm professionalization refers to the firm’s evolution through its organizational life cycle and consists of the introduction of complex management and organizational systems such as formal planning, regular scheduled meetings, defined responsibilities, performance appraisal systems, formal training, management development, formal governance bodies and control systems (Flamholtz, 1986; Flamholtz and Randle, 2007).
在主流商业文献中，企业专业化指的是企业在组织生命周期中通过引入复杂的管理和组织系统（如正式规划、定期会议、明确职责、绩效评估体系、正式培训、管理发展、正式治理机构和控制系统）而实现的演进过程（Flamholtz, 1986; Flamholtz 和 Randle, 2007）。

Prior studies highlight that family firms can significantly benefit from professionalization as it can prepare family and non-family employees for upcoming challenges. Human resource practices, training and development, recruitment packages, morale maintenance, performance appraisals and competitive compensation (e.g. cash incentives at different levels of the organization) have proven favourable to family firm performance (Carlson et al., 2006). Focusing on the role of training in firms, Kotey and Folker (2007) argue that management training can benefit the survival and performance of small and medium enterprises (English, 2001) and that education is a key factor of firm growth (MacRae, 1991). Thus, training and education are essential components of professionalization, particularly when family firms grow and reach outside their local borders (Wright and Nasierowski, 1994).
先前研究指出，家族企业可通过专业化显著获益，因其能为家族成员及非家族员工应对未来挑战做好准备。人力资源管理实践、培训与发展、招聘方案、员工士气维护、绩效评估及具有竞争力的薪酬体系（如组织不同层级现金激励）已被证实对家族企业绩效具有积极影响（Carlson 等，2006）。聚焦于培训在企业中的作用，Kotey 和 Folker（2007）认为管理培训有助于小型和中型企业的生存与绩效（English，2001），且教育是企业增长的关键因素（MacRae，1991）。因此，培训和教育是专业化的重要组成部分，尤其是在家族企业扩张并突破本地边界时（Wright 和 Nasierowski，1994）。

Extant literature also converges on common assumptions on professionalization in family firms. A lack of entrepreneurial and professional behaviours is often associated with family firms (Habbershon and Pistrui, 2002). Indeed, most family businesses have the following characteristics: small size (Gumpert and Boyd, 1984), stagnation (Daily and Dollinger, 1992), nepotism (Vinton, 1998) and conflict (Prince, 1990). Furthermore, Kotey and Folker (2007) underline that family firms are inclined to informal management styles and may only adopt more formal practices when facing growth (Reid and Adams, 2001; Leon-Guerrero, McCann and Haley, 1998). Additionally, in family firm literature, professionalization most often entails hiring external non-family managers and the majority of empirical studies focus on this particular aspect (Chua et al., 2003; Dekker et al., 2015). For instance, Colombo et al. (2014) studied a matched sample of 144 Italian high-tech firms and found that family firms are more reluctant to hire non-family employees in correspondence with an increase in sales compared with their non-family ownership counterparts. In addition, they found that in comparison with firms led by same generation teams of siblings, cousins or husbands/wives, those led by parental teams with multiple generations are less likely to hire employees in correspondence
现有文献也一致认为，家族企业在专业化方面存在一些共同假设。缺乏创业精神和专业行为常被视为家族企业的特征（Habbershon 和 Pistrui，2002）。事实上，大多数家族企业具有以下特点：规模较小（Gumpert 和 Boyd，1984）、发展停滞（Daily 和 Dollinger，1992）、任人唯亲（Vinton，1998）以及内部冲突（Prince，1990）。此外，Kotey 和 Folker（2007）强调，家族企业倾向于采用非正式管理风格，仅在面临增长时才会采用更正式的实践（Reid 和 Adams，2001；Leon-Guerrero、McCann 和 Haley，1998）。此外，在家族企业文献中，专业化通常意味着聘用外部非家族经理，而大多数实证研究都聚焦于这一特定方面（Chua et al., 2003；Dekker et al., 2015）。例如，Colombo 等人（2014）研究了 144 家意大利高科技企业的匹配样本，发现与非家族所有制企业相比，家族企业在销售额增长时更不倾向于聘用非家族员工。此外，他们发现与由同代兄弟姐妹、表亲或夫妻组成的管理团队领导的企业相比，由多代父母组成的管理团队领导的企业在销售额增长时更不倾向于聘用员工。
with an increase in sales. This signals the importance of adopting an ‘intergenerational’ perspective when studying family firm professionalization. Professional management is largely equated with the entry of external, non-family managers, whereas family members are generally considered as non-professional and thus prone to being replaced or ignored in positions that can enhance firm performance and growth. Overall, the influence of the family on a business is traditionally perceived as complicating the firm’s professionalization, and this complexity is likely to increase when a transgenerational perspective is adopted due to the temporal evolution of the family and the business systems (De Massis et al., 2014c).
随着销售额的增长，这表明在研究家族企业专业化时，采用“跨代”视角的重要性。专业化管理通常被等同于外部非家族管理者的加入，而家族成员则普遍被视为非专业人士，因此容易在能够提升企业绩效和增长的关键岗位上被取代或忽视。总体而言，家族对企业的影响传统上被视为阻碍企业专业化的复杂因素，而当采用跨代际视角时，这种复杂性可能因家族与企业系统随时间演变而进一步加剧（De Massis 等，2014c）。

We believe that one reason for the misperceptions surrounding professionalization and family firms is that current research views this form of business organization as too traditional and neglects the transgenerational perspective on the professionalization of family firms and its effects on the entrepreneurial attitudes of next generation leaders. Hall and Nordqvist (2008) highlight, for example, that prior studies equate professionalization with bureaucracy, occurring mostly outside the family firm realm, and mainly related to the attainment of formal education and training. Recent studies paint a more balanced picture. Stewart and Hitt (2012) show that there are different modes of professionalization that can be affected by several dimensions that may overlap in the family and business spheres. Thus, as family firms pursue multiple and diverse goals (Kotlar and De Massis, 2013; Westhead and Howorth, 2007), diverse forms of professionalization emerge (Stewart and Hitt, 2012). These recent studies highlight that further research is needed on how professionalization may affect family businesses. While an increasing body of knowledge has been developed in the family business domain, limited attention has been paid to professionalization in the perspective of transgenerational entrepreneurship (Gimeno and Parada, 2013).
我们认为，围绕专业化与家族企业存在误解的一个原因是，当前研究将这种企业组织形式视为过于传统，忽视了家族企业专业化跨代视角及其对下一代领导者创业态度的影响。Hall 和 Nordqvist（2008）指出，先前研究将专业化等同于官僚主义，主要发生在家族企业之外，且主要与正式教育和培训的获取相关。近期研究则呈现出更为平衡的视角。斯图尔特和希特（Stewart and Hitt，2012）指出，专业化存在多种模式，可能受多个维度影响，这些维度在家庭与商业领域可能重叠。因此，随着家族企业追求多元化目标（Kotlar and De Massis，2013；Westhead and Howorth，2007），多样化的专业化形式随之出现（Stewart and Hitt，2012）。这些最新研究强调，需要进一步探讨专业化对家族企业可能产生的影响。尽管家族企业领域已积累了大量研究成果，但从跨代创业视角探讨专业化问题的研究仍较为有限（吉梅诺和帕拉达，2013）。

This chapter investigates transgenerational professionalization, defined as the professionalization of the family firm that occurs in parallel with the process of transferring leadership from one generation to the next. Professionalization and the renewal of family firm policies go hand in hand, particularly when a significant disruption such as intra-family succession occurs (Dekker et al., 2013). In this study, we acknowledge that professionalization in family firms is a dynamic process (Hall and Nordqvist, 2008) and a multidimensional concept (Dekker et al., 2013; Stewart and Hitt, 2012) that may further explain the heterogeneity of family firms. We argue that transgenerational entrepreneurship, namely, the ability to achieve continuity, growth and wealth by passing on mindsets and capabilities for value creation across different generations (Nordqvist and Zellweger, 2010) is a relevant working framework to approach the
本章探讨了跨代专业化，即家族企业在代际领导权转移过程中同步发生的职业化现象。专业化与家族企业政策的更新相辅相成，尤其是在发生重大变革（如家族内部继任）时（Dekker 等，2013）。本研究承认，家族企业的专业化是一个动态过程（Hall 和 Nordqvist，2008）且是一个多维概念（Dekker 等，2013；Stewart 和 Hitt，2012），这可能进一步解释家族企业的异质性。我们认为，跨代创业，即通过在不同代际间传承价值创造的思维方式和能力来实现延续、增长和财富积累的能力（Nordqvist 和 Zellweger，2010），是一个适用于研究家族企业跨代创业的有效框架。
study of professionalization. To advance knowledge, we consider the studies of Gimeno and Parada (2013), Fletcher (2002), Stewart and Hitt (2012) and Hall and Nordqvist (2008) to conceptualize professionalization in a transgenerational entrepreneurship perspective.
专业化研究。为了推进相关知识，我们参考了 Gimeno 和 Parada（2013）、Fletcher（2002）、Stewart 和 Hitt（2012）以及 Hall 和 Nordqvist（2008）的研究，从跨代创业的视角对专业化进行概念化。

Persico SpA is a second generation family firm located in Bergamo, Italy. The firm was established in 1976 by Pierino Persico and is active in the manufacturing of moulds. Over the years, it has developed a welldiversified business and become European leader in specific markets. Persico SpA comprises four business units: Automotive, Rotomoulding, Engineering and Marine. The Automotive division supplies equipment for the production of interior parts and sound-heat insulation to the automotive industry. The Rotomoulding division is world leader in the supply of equipment for rotational moulding serving the automotive, furniture, agricultural, ecology, packaging, gardening and other industries. The Engineering department develops complex automated production lines and was established to provide a customer service function. The Marine division focuses on boat (pleasure yachts, hulls for racing boats) design and engineering, model construction and pre-series production as well as co-design support. The current organizational structure of each division is autonomous while ensuring interaction and knowledge exchange. As shown in Figure 5.1, specific units assist the main divisions while the operational, technical and marketing offices are located at the individual division level.
佩尔西科股份有限公司（Persico SpA）是一家位于意大利贝加莫的第二代家族企业。该公司由皮耶里诺·佩尔西科（Pierino Persico）于 1976 年创立，专注于模具制造。经过多年发展，公司已形成多元化业务布局，并在特定市场领域成为欧洲领先企业。佩尔西科股份有限公司下设四个业务部门：汽车、旋转成型、工程和海洋。汽车部门为汽车行业提供内饰部件及声学热绝缘材料的生产设备。旋转成型部门是旋转成型设备供应领域的全球领导者，服务于汽车、家具、农业、生态、包装、园艺等多个行业。工程部门专注于开发复杂自动化生产线，并设立以提供客户服务功能。海洋部门专注于游艇（休闲游艇、赛艇船体）设计与工程、模型制作及小批量生产，并提供联合设计支持。目前各业务部门的组织结构保持独立运营，同时确保部门间互动与知识共享。如图 5.1 所示，特定职能部门为主要业务部门提供支持，而运营、技术及市场部门则设在各业务部门层面。

The history of Persico is characterized by outstanding entrepreneurial impetus: an extraordinary ability to innovate supported by R&D investments ( $4-5$$4-5$4-54-5 per cent of total sales), proactiveness and risk taking, which evolved following the involvement of second generation members. Accordingly, the firm has launched an increasing number of entrepreneurial initiatives over the last five years. To name a few: entry into the marine industry, innovation through the development of new products, increased presence in Europe and the United States. These initiatives show the second generation’s commitment to nurturing and continuing the firm’s entrepreneurial orientation. At the same time, the second generation intentionally promotes the progressive managerialization and professionalization of Persico to meet emergent needs.
佩尔西科的历史以卓越的创业精神为显著特征：凭借研发投入（占总销售额的 $4-5$$4-5$4-54-5 %）支持的非凡创新能力、主动进取和敢于冒险的精神，这些特质在第二代成员的参与下不断发展。因此，公司在过去五年中启动了越来越多的创业项目。例如：进军海洋产业、通过开发新产品实现创新、在欧洲和美国市场扩大影响力。这些举措彰显了第二代成员对延续公司创业精神的坚定承诺。与此同时，第二代成员有意识地推动佩尔西科的逐步管理化和专业化，以应对新兴需求。

Company revenues doubled from 2000 to 2008, and the company
公司收入从 2000 年到 2008 年翻了一番，该公司

thrived despite the recent global economic turmoil. In 2010, Persico registered total revenues of 51.3 million euro ${}^1$${}^1$^(1){ }^{1} and employed 190 staff. Financial and economic indicators show around 6 per cent ROE and 4 per cent ROA, reporting an increase in 2010 . The stable dividend distribution, the focus on increasing equity and the reduction of long-term debt are testimony of Persico’s willingness to invest in the long-term rather than to pursue short-term financial returns.
尽管近期全球经济动荡，Persico 仍保持稳健发展。2010 年，Persico 实现总收入 5130 万欧元 ${}^1$${}^1$^(1){ }^{1} ，员工总数为 190 人。财务和经济指标显示，2010 年净资产收益率（ROE）约为 6%，资产回报率（ROA）约为 4%，较 2010 年有所增长。稳定的股息分配、注重提升股权以及减少长期债务，充分体现了 Persico 致力于长期投资而非追求短期财务回报的战略方向。

Persico SpA is currently led by the second generation. Figure 5.2 shows the Persico family tree showing only the members who have or have had an active role in the firm.
佩尔西科股份有限公司目前由第二代家族成员领导。图 5.2 展示了佩尔西科家族树，仅列出在公司中曾担任或正在担任重要职务的家族成员。

The company has always been tightly owned and controlled by the Persico family. Pierino is the main shareholder, owning 35 per cent of equity and retains the usufruct ${}^2$${}^2$^(2){ }^{2} of 18 per cent of shares (equally distributed among his three children). His wife is the second largest shareholder with 20 per cent of shares. The remaining company shares are all equally distributed among the second generation, each owning 9 per cent of capital (plus 6 per cent each in usufruct to their father). Pierino Persico is chairman of the board, and his children are the managing directors of the three divisions (Rotomoulding, Automotive and Marine).
该公司一直由佩尔西科家族紧密持有并控制。皮耶里诺是主要股东，持有 35%的股权，并保留 18%股份的使用权（该部分股份均等分配给他的三个子女）。他的妻子是第二大股东，持有 20%的股份。剩余公司股份均由第二代成员平均分配，每人持有 9%的资本（另加每人 6%的股份使用权，归其父所有）。皮耶里诺·佩尔西科担任董事会主席，其子女分别担任三个部门（旋转成型、汽车和海洋）的总经理。

The first generation of the family in the firm is represented by
公司第一代家族成员由 代表。

Rectangles represent males and ellipsis females; the members interviewed for this study are highlighted.
矩形代表男性，椭圆形代表女性；本研究中接受采访的成员已被标出。

Pierino Persico: a charismatic leader who is still active in the business and is well-known in the local community. His two daughters, Claudia and Alessandra, and his son, Marcello, represent the second generation. Claudia is managing director of the Rotomoulding division; she has a degree in marketing and communications from IULM University in Milan. She joined Persico SpA in 1998 after a briefly working in a partner company in the United States. Alessandra (two years younger than Claudia) is managing director of the Automotive division. She has a bachelor degree in engineering with a focus on logistics and production from the Politecnico di Milano. She joined the firm in 2001 in a temporary role but her involvement increased after an order from the United States was not successfully fulfilled. She was determined not to let this happen again and attained the position of managing director. Marcello (six years younger than Alessandra) is managing director of the Marine division and also director of the Business Development unit. He has a degree in business management from Bocconi University (graduated in 2005) and joined the company after two years with the Boston Consulting Group. A ‘shared leadership’ approach among the second generation family members, with each of the three siblings individually leading three main divisions, is one of the most particular attributes of Persico SpA . Other relatives work (or have worked) in the company with minor roles. The Engineering Department is a cross-divisional support unit managed by Carlo Ortenzi (non-family member), a professional who joined the company in 2004.
皮耶里诺·佩尔西科（Pierino Persico）：一位魅力四射的领导者，至今仍活跃于商业领域，并在当地社区享有盛誉。他的两位女儿克劳迪娅（Claudia）和亚历山德拉（Alessandra），以及儿子马尔切洛（Marcello），代表着第二代家族成员。克劳迪娅是旋转成型部门的总经理，她拥有米兰 IULM 大学的市场营销与传播学学位。她在 1998 年加入佩尔西科股份有限公司（Persico SpA），此前曾在美国一家合作公司短暂工作。亚历山德拉（比克劳迪娅小两岁）是汽车部门的总经理。她拥有米兰理工大学工程学学士学位，专业方向为物流与生产。她于 2001 年以临时员工身份加入公司，但在美国的一笔订单未能成功履行后，她的参与度逐渐增加。她决心不再让类似情况发生，最终晋升为总经理。马尔切洛（比亚历山德拉小六岁）是海洋事业部总经理，同时担任业务发展部总监。他拥有博科尼大学（Bocconi University）工商管理学位（2005 年毕业），在波士顿咨询集团（Boston Consulting Group）工作两年后加入公司。第二代家族成员采用“共享领导”模式，三兄弟姐妹各自负责三个主要部门，这是佩尔西科股份有限公司（Persico SpA）最独特的特点之一。其他家族成员在公司担任（或曾担任）较低级别的职位。工程部是一个跨部门支持单位，由卡洛·奥滕齐（非家族成员）管理，他于 2004 年加入公司。

The case study has been developed according to the STEP Project methodology, namely, through a series of personal in-depth interviews with ‘strategically relevant actors’ and the analysis of secondary data such as financial reports, company patent awards and newspaper reports. Secondary sources were used to verify the interview data and ensure objectivity in the data collection process. The use of multiple data sources enabled the triangulation of evidences (Yin, 2003). The interviews focused on the transgenerational potential of the new generations, the professionalization of the firm and its main drivers, challenges, strengths and weaknesses. The case has been analyzed longitudinally. The interviews were conducted between 2010 and ${2012}^3$${2012}^3$2012^(3)2012^{3} and included the firm’s most influential top managers. The aim was to reach all the active family members representing the two generations and non-family managers to gather multiple points of view. The interviewee profiles are reported in Table 5.1. Each interview lasted on average 2.5 hours and was then recorded and transcribed.
本案例研究是根据 STEP 项目方法论开展的，具体通过对“战略相关利益相关者”进行一系列深度访谈，并分析财务报告、公司专利奖项及新闻报道等二手数据。二手资料用于验证访谈数据，确保数据收集过程的客观性。多数据源的运用实现了证据的三角验证（Yin, 2003）。访谈聚焦于新一代的跨代潜力、企业的专业化发展及其主要驱动力、挑战、优势与劣势。本案例采用纵向分析方法。访谈于 2010 年至 ${2012}^3$${2012}^3$2012^(3)2012^{3} 期间开展，涵盖了企业最具影响力的高层管理者。访谈目标是接触代表两代人的所有活跃家庭成员及非家庭管理者，以收集多元视角。受访者概况见表 5.1。每次访谈平均持续 2.5 小时，随后被录音并转录。

The professionalization of Persico SpA is strictly related to the succession as repeatedly highlighted during the interviews. In particular, Claudia and Marcello, when asked to point out the second generation’s main contribution, immediately and spontaneously mentioned the words ‘managerialization’ and ‘professionalization’. A transition from the ‘entrepreneurial domain’ to the ‘managerial domain’ took place across the two generations: the small and ‘familiar’ laboratory became a large and wellstructured firm with a turnover of 50 million euro and almost 200 employees. The second generation members argued that this transition was the result of the second generation’s efforts. The interviewees recognized very different individual traits and capabilities in the members of the two generations. Pierino is a creative and ‘revolutionary’ individual often referred to as ‘entrepreneurial’. His offspring are perceived as more ‘methodical and rational’, often described as ‘more managerial’.
佩尔西科股份有限公司（Persico SpA）的专业化发展与企业传承密切相关，这一点在多次访谈中均被反复强调。特别是当被问及第二代领导者主要贡献时，克劳迪娅（Claudia）和马尔切洛（Marcello）立即且自然地提到了“管理化”和“专业化”这两个关键词。两代人之间发生了从“创业领域”向“管理领域”的转变：这家小型“家庭式”实验室发展成为一家年营业额达 5000 万欧元、拥有近 200 名员工的大型企业。第二代成员认为，这一转变是第二代努力的结果。受访者在两代成员中识别出截然不同的个人特质与能力。皮耶里诺被视为富有创造力且“革命性”的“创业型”个体。其后代则被视为“更具条理性和理性”，常被描述为“更具管理型”。

The concrete activities and initiatives show that the professionalization of Persico SpA was transgenerational, that is, it occurred during the transfer of leadership from the first to the second generation. The second generation members first supported the creation of a Balanced Scorecard system, starting with the Automotive division. This meant the definition of performance indicators and measures linked to reward mechanisms (see Craig and Moores, 2005). Thereafter, quantitative incentive measures
具体活动和举措表明，Persico SpA 的专业化进程具有跨代性，即在第一代与第二代领导层交接期间完成。第二代成员首先支持建立了平衡计分卡（Balanced Scorecard）系统，并从汽车部门开始实施。这意味着需要定义与奖励机制挂钩的绩效指标和衡量标准（参见 Craig 和 Moores，2005）。随后，公司引入了定量激励措施。
were tied to benefits in the Rotomoulding division. The reward system was based on measurable, structured and detailed drivers for almost all the workforce with a current trend of increasing benefits on total compensation. The introduction of these initial tools supported individual staff initiatives and commitment and thus proactiveness in the firm.
与旋转成型部门的福利挂钩。该奖励体系基于可量化、结构化且详细的考核指标，适用于几乎所有员工，且当前趋势是逐步提升整体薪酬中的福利占比。这些初始工具的引入有效支持了员工的个人主动性与承诺，从而提升了公司在整体运营中的主动性。

Additional initiatives in the Automotive division included a vendor rating system and a structured quality control system that helps identify faulty products. The latest initiative is a product life cycle management system implemented in the last three years. These initiatives implied significant investments in equipment (software and hardware) and has advanced the process of managing product-related design, production and maintenance information. In the Marine division, formal order administration methods were introduced to improve the tracking of orders and to enable detailed analyses and reports of production costs and time. In the Rotomoulding division, a new method of production planning was introduced to forecast and cater for floating demand. All these tools and mechanisms required the accurate definition of business and operational processes and have increased efficiency due to the better allocation of tasks and responsibilities.
汽车部门的其他举措包括供应商评级系统和结构化质量控制系统，有助于识别缺陷产品。最新举措是在过去三年中实施的产品生命周期管理系统。这些举措涉及对设备（软件和硬件）的重大投资，并推动了与产品设计、生产和维护相关的信息管理流程的优化。在海洋部门，引入了正式的订单管理方法，以改善订单跟踪，并实现对生产成本和时间的详细分析和报告。在旋转成型部门，引入了一种新的生产计划方法，用于预测和满足波动需求。所有这些工具和机制都需要对业务和运营流程进行准确定义，并通过任务和责任的更好分配提高了效率。

Further company-wide initiatives include the creation of a centralized purchasing department with positive effects on cost efficiency. The strategic and business planning system (see Jones, 1982; Ward, 1988) led to the introduction of diverse and formal business practices: annual forecasts are now drawn up (e.g. forecasts on annual research and development costs), which help set goals and targets for managers in the divisions which are monitored and adjusted on a monthly basis. The change and improvement in recruiting processes is another illustrative example of the firm’s professionalization. The second generation members promote the formal recruitment systems to foster the firm’s innovativeness, proactiveness and competitive aggressiveness. Moreover, the approach to risk has evolved. This is evidenced by the adoption of business plans in support of an acquisition in the United States. The business plans have benefited from sophisticated analyses and strategic decisions on ‘greenfield’ investments versus acquisitions (Kogut and Singh, 1988), on the selection of target firms, as well as due diligence assessments, research on target customers, potential market analyses, cash flow forecasts and complex financial scenarios.
公司层面的其他举措包括设立一个集中采购部门，这在成本效率方面产生了积极影响。战略与业务规划系统（见琼斯，1982；沃德，1988）促使引入了多样化且规范化的业务实践：如今会制定年度预测（例如年度研发成本预测），这些预测有助于为各部门经理设定目标和指标，并每月进行监控和调整。招聘流程的变革与优化是公司专业化发展的又一典型例证。第二代成员推动了正式招聘体系的建立，以提升公司的创新能力、主动性和竞争 aggressiveness。此外，风险管理策略也发生了演变。这体现在通过制定业务计划支持在美国进行的收购活动。这些业务计划受益于对“绿地投资”与收购的复杂分析和战略决策（Kogut 和 Singh，1988），包括目标企业的筛选、尽职调查评估、目标客户研究、潜在市场分析、现金流预测以及复杂的财务情景分析。

All these managerial tools, mechanisms and projects can be defined as transgenerational since they were introduced and developed by the second generation members or at least promoted by them when development was delegated to non-family managers (see Table 5.2).
所有这些管理工具、机制和项目均可被定义为跨代的，因为它们是由第二代成员引入并发展，或至少在管理权限下放给非家族成员时由他们推动实施的（见表 5.2）。

The evidence presented shows the second generation members’ efforts and achievements in the professionalization of Persico SpA.
所呈现的证据表明，第二代成员在 Persico SpA 的专业化过程中所付出的努力和取得的成就。

Note: $\mathrm{I}\mathrm{\&}\mathrm{D}=$$\mathrm{I}\mathrm{\&}\mathrm{D}=$quadI&D=\quad \mathrm{I} \& \mathrm{D}= Introducing and Developing; $\mathrm{P}=$$\mathrm{P}=$P=\mathrm{P}= Promoting.
注： $\mathrm{I}\mathrm{\&}\mathrm{D}=$$\mathrm{I}\mathrm{\&}\mathrm{D}=$quadI&D=\quad \mathrm{I} \& \mathrm{D}= 介绍与发展； $\mathrm{P}=$$\mathrm{P}=$P=\mathrm{P}= 推广。

Further potential improvements and actions emerged during the interview discussions. For example, training is not structurally planned. Instead, it responds to immediate ‘on demand’ and situational needs (McConaughy, 2000; Kotey and Folker, 2007). However, actions are being taken in relation to such issues. For example, to support the internationalization process, Alessandra organized a German language course for the Engineering division. Claudia encouraged and supported the participation of top managers of the Rotomoulding division in an executive course on entrepreneurship and innovation for the internationalization of small and medium enterprises (see Table 5.2).
在访谈讨论中，还涌现出进一步的改进潜力和行动建议。例如，培训并未进行系统性规划，而是根据即时“按需”和情境需求进行调整（McConaughy, 2000; Kotey 和 Folker, 2007）。然而，针对这些问题已采取相应措施。例如，为支持国际化进程，Alessandra 为工程部门组织了德语课程。Claudia 鼓励并支持旋转成型部门的高管参与针对中小企业国际化发展的创业与创新高管课程（见表 5.2）。

The second generation acknowledges that there is still plenty to be done. As Marcello Persico noted when talking about the firm, ‘The more it grows, the more it becomes managerial. . . . Yet other more complex initiatives could boost some managerial aspects even more, and there is still a lot to do, but we are changing the organization practices and habits
第二代承认还有很多工作要做。正如马尔切洛·佩尔西科在谈到该公司时所指出的，“公司越发展，管理越重要……然而，一些更复杂的举措可以进一步提升管理水平，还有很多工作要做，但我们正在改变组织实践和习惯。”
step by step’. For instance, the formalization and communication of a long-term strategy appears to be lacking. Furthermore, according to the interviewees, some aspects of budgeting, planning and monitoring the profitability of innovations need to be improved. Non-family interviewees emphasized that it is sometimes critical to find the best balance between immediate costs and expected benefits in introducing some drivers or measurements. They acknowledge that the second generation members are not only responding to the increasing demand for professionalization but have acquired the appropriate competencies to meet these demands.
逐步推进。例如，长期战略的正式化与沟通似乎存在不足。此外，根据受访者的反馈，创新的预算编制、规划以及盈利能力监测等方面的改进空间较大。非家族成员受访者强调，在引入某些驱动因素或指标时，有时必须在短期成本与预期收益之间找到最佳平衡。他们承认，第二代成员不仅在回应专业化需求的增长，还已具备满足这些需求的适当能力。

This section describes the emergent propositions based on the Persico SpA case. Specific factors emerged in the analysis that play a pivotal role in the professionalization of family firms in generational succession. Figure 5.3 summarizes our main findings graphically presenting the propositions that emerged from our case study.
本节基于 Persico SpA 案例，阐述了在家族企业代际传承过程中专业化发展所涌现的核心命题。分析中识别出若干关键因素，这些因素在家族企业代际传承中的专业化发展过程中发挥了决定性作用。图 5.3 以图表形式总结了本研究的主要发现，直观呈现了案例研究中提炼出的核心命题。

An antecedent of family firm transgenerational professionalization is transgenerational learning, which concerns the shifting of education and knowledge towards domains such as economics and management in the transition from the first to the second generation. Particularly, the second generation’s leadership and authority in the firm has benefited from formal education as well as learning within the family business through the interaction with the founding generation. Whereas the father holds the highest level of tacit and technical knowledge acquired ‘with decades of experience in the field’ as expressed by Claudia, the three siblings have a specialized background in engineering, management and economics through pursuing formal and specialized education. Claudia, Alessandra and Marcello have degrees in marketing and communication, production and logistics engineering, and business management respectively. The formal education paths were supported by Pierino who is aware that the changing organizational conditions and the increasing challenges in the environment require new capabilities and competencies. Pierino sees the second generation as ‘methodical, rational, with more trust in figures, data, market analysis, business plans, forecasts’. Although Pierino underlines the need for professionalization, as Claudia stated he is 'More creative, inventive, he trusts instinct,
家族企业跨代专业化的先导是跨代学习，它涉及在从第一代到第二代的过渡过程中，教育和知识向经济和管理等领域转移。特别是，第二代在企业中的领导力和权威性既受益于正式教育，也受益于通过与创始一代的互动在家族企业内部的学习。正如克劳迪娅所言，父亲掌握着通过“数十年的行业经验”积累的最高层次的 tacit 和技术知识，而三位兄弟姐妹则通过接受正式和专业教育，分别在工程、管理和经济学领域拥有专业背景。克劳迪娅、亚历山德拉和马尔切洛分别拥有市场营销与传播、生产与物流工程以及商业管理学位。这些正式教育路径得到了皮耶里诺的支持，他深知组织环境的变迁和外部挑战的加剧需要新的能力和素质。皮耶里诺认为第二代是“有条理、理性，更信任数据、市场分析、商业计划和预测”。尽管皮耶里诺强调专业化的必要性，但克劳迪娅指出，他“更具创造力、富有创新精神，更信任直觉，

Figure 5.3 A transgenerational perspective on the professionalization of the family firm and its effect on the entrepreneurial attitudes of next generation leaders
图 5.3 跨代视角下的家族企业专业化及其对下一代领导者创业态度的影响
intuition, inspiration, perception, impulse and tends to reject qualified and professional management principles’. The siblings’ exposure to and interaction with Pierino’s entrepreneurial behaviour and their high level of education have translated into transgenerational professionalization. In other words, the second generation, due to its education and family background, owns and exploits managerial capabilities (and explicitly ‘the method’) that have become necessary for the firm. This leads us to the first proposition:
直觉、灵感、感知、冲动，并倾向于排斥合格且专业的管理原则。兄弟姐妹们对皮耶里诺创业行为的接触与互动，以及他们的高教育水平，已转化为跨代专业化。换言之，第二代人由于其教育背景和家庭环境，掌握并运用了管理能力（以及明确的“方法”），这些能力已成为企业生存与发展的必要条件。这使我们得出第一个命题：

Proposition 1: Transgenerational learning (both university education and family exposure) positively affects the transgenerational professionalization of family firms.
命题 1：跨代学习（包括大学教育和家庭影响）对家族企业的跨代专业化具有积极影响。

The organizational structure of the firm, with three of the four divisions led by members of the second generation, played a pivotal role in the development of next generation leaders. In his interview, Marcello, a
该公司的组织结构，其中四个部门中的三个由第二代成员领导，在培养下一代领导者方面发挥了关键作用。在采访中，马塞洛，一位
second generation member highlighted that if Persico SpA had only one main business demanding their involvement in similar activities, even with different roles ‘there probably would have been significant differences and the approach to the company would have been much less stimulating’. Being leaders of a single division suggests a certain level of equality among members of the second generation and mirrors the family structure. Such structure motivates next generation leaders to feel responsible and apply and test their professional skills. Another second generation member, Alessandra expressed during the interview, that while they all belong to the same family business this organizational structure favours their personal capabilities as each is ‘managing his/her own different business’. As a consequence, the professionalization of each business unit is enhanced and tailored to the specific division’s needs. For example, Table 5.2 suggests that the reward systems and production planning tools have been implemented to address each division’s specific context and the second generation’s management style.
第二代成员强调，如果 Persico SpA 只有一个主要业务需要他们参与类似活动，即使角色不同，“很可能会有显著差异，对公司的管理方式也会少得多”。作为单一部门的领导者，这表明第二代成员之间存在一定程度的平等，与家族结构相呼应。这种结构激励下一代领导者感到责任重大，并应用和测试他们的专业技能。另一位第二代成员亚历山德拉在采访中表示，尽管他们都属于同一家家族企业，但这种组织结构有利于发挥个人能力，因为每个人都在“管理自己不同的业务”。因此，每个业务单元的专业化程度得到提升，并针对特定部门的需求进行定制。例如，表 5.2 显示，奖励体系和生产规划工具已根据各分部具体情况及第二代管理风格进行实施。

Moreover, the type of organizational structure in Persico SpA, with a clear separation between business lines, responsibilities and domains, has facilitated the development of interpersonal relations, fostered fruitful discussions and minimized conflicts. Such a structure would thus foster family altruism (Eddleston et al., 2008). We suggest that not only can generational succession promote organizational change but that the link is mutual: the organizational structure can influence the success of the new generation’s entry and the professionalization of the firm. This leads us to propose:
此外，Persico SpA 的组织结构类型，即业务线、职责和领域之间有明确的分离，促进了人际关系的建立，促进了富有成效的讨论，并最大限度地减少了冲突。这种结构因此会促进家庭利他主义（Eddleston 等，2008）。我们认为，代际更替不仅能促进组织变革，而且这种联系是相互的：组织结构会影响新一代成员的顺利融入以及企业的专业化程度。这促使我们提出：

Proposition 2: An organizational structure based on family structure positively affects the transgenerational professionalization of family firms.
命题 2：基于家庭结构的组织结构对家族企业的跨代专业化具有积极影响。

The strong ownership and management overlap that characterizes most family firms appears to strengthen the alignment of goals (Daily and Dollinger, 1992), reducing agency costs (Aronoff and Ward, 1995; Karra et al., 2006), favouring decision-making processes and the pursuit of entrepreneurial initiatives. Yet such overlap also appears to obstruct the professionalization path since it intrinsically entails a lesser demand for external reporting and transparency (Carney, 2005). Conversely, in nonfamily firms, the top management is accountable to external owners on expected outcomes, adopt more advanced professional methods such as industrial plans, budgets, forecasts, and adhere to long term strategies. As highlighted by some interviewees, Persico SpA has formal board of
家族企业中普遍存在的强所有权与管理重叠特征似乎强化了目标一致性（Daily 和 Dollinger，1992），降低了代理成本（Aronoff 和 Ward，1995；Karra 等，2006），有利于决策过程和创业型举措的推进。然而，这种重叠也似乎阻碍了专业化发展路径，因为它本质上意味着对外部报告和透明度的需求较低（Carney，2005）。相反，在非家族企业中，高层管理层需对外部所有者负责，实现预期成果，采用更先进的职业方法，如工业计划、预算、预测，并遵循长期战略。正如一些受访者所强调的，Persico SpA 设有正式的董事会。
director meetings and complies with governance guidelines but there are no external shareholders on the board and consultations among family members mainly take place informally. This approach weakens the demand for professional initiatives. As a non-family manager pointed out, the ‘perfect overlap’ between ownership and management is likely to be the reason for the absence of a structured and institutionalized long-term strategic plan in Persico SpA. This leads us to infer that the ownership and management overlap that is typical of family firms may hinder or delay the professionalization of family firms.
董事会议并遵守治理准则，但董事会中没有外部股东，家族成员之间的磋商主要以非正式方式进行。这种做法削弱了对专业举措的需求。正如一位非家族经理所指出的，所有权与管理权的“完美重叠”可能是 Persico SpA 缺乏结构化、制度化长期战略计划的原因。这使我们推断，家族企业中常见的所有权与管理权重叠可能阻碍或延缓家族企业的专业化进程。

A further characteristic of family firms that highlights the ownership and management overlap is the centralization of leadership in the hands of family members. This can minimize the contributions of nonfamily managers in terms of professionalization. According to non-family interviewees, the level of centralization in the decision-making process in the firm is very high. Although many of the interviewees pointed out the Persico family’s tendency to delegate technical matters to non-family managers, when decisions have long-term implications, the family members seem to own the process. However, the objectivity of non-family managers could provide some benefits for the professionalization of the firm. Family leadership is likely to centralize business issues and stifle delegation. Hence, the family domain can constrain the contribution of non-family managers in terms of professionalization.
家族企业的一个显著特征，即所有权与管理权的重叠，进一步体现为领导权集中在家族成员手中。这种集中化可能削弱非家族经理人在专业化方面的贡献。根据非家族成员的受访者表示，企业在决策过程中的集中度非常高。尽管许多受访者指出 Persico 家族倾向于将技术事务委托给非家族经理，但在涉及长期影响的决策中，家族成员似乎主导了决策过程。然而，非家族经理的客观性可能为企业的专业化带来一些好处。家族领导倾向于集中业务决策并抑制授权。因此，家族领域可能限制非家族经理在专业化方面的贡献。

Proposition 3: A strong ownership and management overlap negatively affects the transgenerational professionalization of family firms.
命题 3：所有权与管理权的高度重叠对家族企业的跨代专业化发展产生负面影响。

Internal firm growth and external industry challenges have driven the firm towards increasing professionalization. During the interviews, family members often pointed out the relevance of internal firm growth and the external context in the professionalization process. Indeed, an increase in professionalization could be considered a logical response to growth in the life cycle of the firm and to increased competition in the environment. ‘The real issue’ Pierino claims ‘is that we are living in a context that is becoming more and more difficult, and the technologies we use are more and more complex’ and also ‘it is since primary school that I cannot find peace; I mean that every day brings new challenges’. Concerning the growth of the organization, all family members including Pierino acknowledge the evolving professional and managerial business needs, ‘I really understand we need engineers and managers to add value; we necessarily have to leverage them to compete . . . we need to grow with strong management,
内部公司增长与外部行业挑战推动了公司向专业化方向发展。在访谈中，家庭成员经常指出内部公司增长与外部环境在专业化过程中的相关性。事实上，专业化程度的提升可以被视为公司生命周期中增长以及环境中竞争加剧的逻辑反应。“真正的问题”皮耶里诺指出，“是我们正处于一个日益艰难的背景下，我们使用的技术也越来越复杂”，他还表示，“从小学开始我就找不到平静；我的意思是，每天都会带来新的挑战”。关于组织的发展，包括皮耶里诺在内的所有家庭成员都承认专业和管理需求正在演变，“我真的明白我们需要工程师和经理来创造价值；我们必须利用他们来竞争……我们需要在强大的管理下发展。”
there’s no way out’. Regarding the environmental variables, the clearest evidence of the reaction to the surrounding challenges is the new approach to risk taken by the second generation leaders. The siblings explain that new projects are scouted, systematically analyzed and assessed by adopting modern risk management practices; in essence, in a more professional way than in the past. Claudia stated, ‘We begin to perceive a new rational approach when deciding how to invest’. Internal growth and environmental challenges thus interact with the relationship between transgenerational learning and the transgenerational professionalization of the family firm. This leads us to the following moderating proposition.
“没有出路”。就环境变量而言，对周围挑战反应的最明确证据是第二代领导者采取的新风险管理方法。兄弟姐妹们解释说，新项目会通过采用现代风险管理实践进行系统性分析和评估；本质上，比过去更加专业化。克劳迪娅表示：“我们在决定如何投资时，开始感受到一种新的理性方法。”内部增长与环境挑战因此与跨代学习与家族企业跨代专业化之间的关系相互作用。这使我们得出以下调节假设。

Proposition 4: The positive effect of transgenerational learning on the transgenerational professionalization of family firms is enhanced in the presence of internal firm growth and external industry challenges.
命题 4：跨代学习对家族企业跨代专业化的积极影响在企业内部增长和外部行业挑战并存的情况下得到增强。

Entrepreneurial Orientation (EO), a construct central to the scholarly conversation on corporate entrepreneurship (Hoskisson et al., 2011), refers to strategy-making processes and styles of firms that pursue entrepreneurial opportunities. The dimensions of EO are autonomy, innovativeness, risk taking, proactiveness and competitive aggressiveness (Lumpkin and Dess, 1996). In Persico SpA, autonomy played a key role in the generational transition and the firm’s professionalization process. Particularly, the high level of autonomy granted to the second generation reinforced the effect of transgenerational learning and the organizational structure on the firm’s professionalization.
创业导向（EO）是企业创业研究领域中的核心概念（Hoskisson 等，2011），指企业追求创业机会时所采用的战略制定过程与风格。EO 的维度包括自主性、创新性、风险承担、主动性和竞争 aggressiveness（Lumpkin 和 Dess，1996）。在 Persico SpA 公司，自主性在代际过渡和公司专业化过程中发挥了关键作用。特别是，第二代管理者获得的高自主性强化了跨代学习和组织结构对公司专业化的影响。
‘No one can do everything, be everywhere, and know everything’ says Pierino Persico while the non-family interviewees stated, ‘Pierino has progressively left a high degree of autonomy to his children’. He openly recognizes the decisive importance of his children in the recent development of the firm. For instance, he highlighted the independence of Marcello in developing the Marine division, which would have been closed years ago without his leadership. In particular, the new generation owns the ‘managerial talent’ included in the pool of human capital resources suggested in mainstream studies (Barney, 1991). Top management values and philosophies are the main determinants of competitive strategic choices (Andrews, 1980) and as the new generation has greater managerial capabilities, the freedom to act becomes essential. Moreover, a high level of autonomy granted to second generation leaders is well suited to an organizational structure that is based on the family structure as it further reduces intra-family conflicts and hence fosters family altruism (Eddleston
“没有人能包揽一切、无处不在、无所不知，”皮耶里诺·佩尔西科（Pierino Persico）说道。而非家族成员的受访者则表示：“皮耶里诺逐渐赋予了子女高度的自主权。”他公开承认子女在公司近期发展中发挥的决定性作用。例如，他特别强调了马尔切洛在发展海洋部门时的独立性，若没有他的领导，该部门早在几年前就已关闭。特别是，新一代拥有主流研究（巴尼，1991）中提到的“管理人才”这一人力资本资源池中的关键要素。高层管理者的价值观和哲学是竞争战略选择的主要决定因素（Andrews，1980），而新一代管理者具备更强的管理能力，因此行动自由变得至关重要。此外，赋予第二代领导者高度自主权的组织结构与家族结构相契合，这进一步减少了家族内部冲突，从而促进了家族利他主义（Eddleston
et al., 2008). In sum, the higher the autonomy granted to the members of the new generation, the faster and smoother their approach to professionalizing the firm. In other words, the first generation entrepreneurial orientation moderates the relationships between transgenerational learning and organizational structure, and the transgenerational professionalization of the family firm, thus leading to the following propositions:
（等，2008）。总之，赋予新一代成员的自主权越高，他们推动企业专业化的进程就越快越顺畅。换言之，第一代创业导向缓和了跨代学习与组织结构之间的关系，以及家族企业跨代专业化之间的关系，从而得出以下命题：

Proposition 5a: The positive effect of transgenerational learning on the transgenerational professionalization of family firms is enhanced when the first generation has a higher entrepreneurial orientation.
命题 5a：跨代学习对家族企业跨代专业化的积极影响在第一代具有更高创业倾向时得到增强。

Proposition 5b: The positive effect of the organizational structure on the transgenerational professionalization of family firms is enhanced when the first generation has a high entrepreneurial orientation.
命题 5b：组织结构对家族企业跨代专业化的积极影响在第一代具有较高创业倾向时得到增强。

The influence of the family on the business has been said to yield positive effects. The personal involvement of family members has traditionally been a strength of family firms, reinforcing their commitment to it. However, the same attribute can turn into a risk factor for firm professionalization. Prior studies suggest that family ties may influence different scenarios for the training of family members in business (De Paola and Scoppa, 2003). The overlapping roles of working family members (relatives, owners, managers) can reinforce family and company loyalty and speed up the decision-making processes but can also mix family and business issues and therefore impede business objectivity (Tagiuri and Davis, 1996). Relatives who work together share a sense of common identity, which can shape a shared mission yet stifle individual freedom and creativity. A long, common and shared set of experiences allows family members to know each other’s strengths and weaknesses: mutual awareness and common experiences can be used for constructive (mutual support, quicker communication) or destructive purposes (e.g. to undermine the authority of others). Emotional involvement can promote trust and loyalty yet can also prompt hostility and complicate work interactions.
家庭对企业的影响被认为具有积极作用。家庭成员的个人参与一直是家族企业的优势，强化了他们对企业的承诺。然而，同一属性也可能成为企业专业化进程中的风险因素。先前研究表明，家庭关系可能影响家族成员在企业中的培训情境（De Paola 和 Scoppa，2003）。家庭成员（亲属、所有者、管理者）的重叠角色既能强化家庭与企业忠诚度、加速决策过程，也可能混淆家庭与商业问题，从而阻碍商业客观性（Tagiuri 和 Davis，1996）。共同工作的亲属共享共同身份认同，这虽能塑造共同使命，但也可能抑制个人自由与创造力。长期共同的经历使家庭成员相互了解彼此的优势与劣势：相互了解和共同经历可用于建设性目的（如相互支持、沟通更顺畅）或破坏性目的（如削弱他人权威）。情感投入虽能促进信任与忠诚，但也可能引发敌意并复杂化工作互动。

In Persico SpA, emotional involvement acts as a constraining factor of professionalization, enhancing the negative effect of the ownership and management overlap. ‘The stronger family involvement is in the business, the lower the level of delegation granted to non-family leaders’, stated a top non-family manager. Empirical evidence suggests that the emotional involvement and personal conviction of family members may affect business operations and human resource management. For example,
在 Persico SpA 公司，情感投入作为专业化发展的制约因素，加剧了所有权与管理权重叠的负面影响。一位非家族高管指出：“家族成员对企业参与度越高，非家族领导者获得的授权程度越低。”实证研究表明，家族成员的情感投入与个人信念可能对企业运营及人力资源管理产生影响。例如，
maintaining non-profitable business lines for personal or family reasons rather than business logic. In one particular incident, the family’s concerns for an employee led them to continue his employment despite the conflicting opinion of non-family managers. The lack of external shareholders can contribute to tension between family and business issues (Tagiuri and Davis, 1996). Thus, emotional involvement may impede a ‘family-as-investor’ mindset (Habbershon and Pistrui, 2002), which institutionalizes a distinctive function of the owner/shareholder, moving from a ‘personalized’ to a ‘performance’ perspective that manages and measures performance against the owners’ risk/return profile. Emotional involvement thus moderates the relationship between the ownership and management overlap and the transgenerational professionalization of the family firm. This leads us to propose the following:
出于个人或家庭原因而非商业逻辑，继续维持不盈利的业务线。在某一具体案例中，家族对一名员工的关切促使他们继续雇佣该员工，尽管非家族管理者持反对意见。缺乏外部股东可能加剧家族与商业利益之间的矛盾（Tagiuri 和 Davis，1996）。因此，情感投入可能阻碍“家庭作为投资者”的思维模式（Habbershon 和 Pistrui，2002），这种模式将所有者/股东的职能制度化，从“个性化”转向“绩效”视角，根据所有者的风险/回报特征来管理和衡量绩效。情感投入因此调节了所有权与管理层重叠程度与家族企业跨代专业化之间的关系。这促使我们提出以下观点：

Proposition 6: The negative effect of the ownership and management overlap on the transgenerational professionalization of family firms is enhanced in case of high levels of emotional involvement.
命题 6：所有权与管理权的重叠对家族企业跨代专业化的负面影响在情感投入程度较高的情况下会进一步增强。

Family firms that underperform are often characterized by a lack of formal control systems, limited accountability and transparency that translates into a more informal, instinctive and less planned approach when engaging in diverse projects. On the other hand, increasing formalization and external monitoring could lead to wiser risk-taking behaviour and better financial outcomes (Naldi et al., 2007). Zahra (2005) underlines the need for family firms to develop the ‘regenerative capability’ that allows them to survive in a changing environment by renewing (and, we add, professionalizing) their business.
表现不佳的家族企业通常缺乏正式的控制体系，责任划分和透明度不足，这导致在开展多元化项目时采取更加非正式、直觉化和缺乏规划的模式。另一方面，增加正式化程度和外部监督可能导致更明智的风险承担行为和更好的财务成果（Naldi 等，2007）。Zahra（2005）强调，家族企业需要培养“再生能力”，以便在不断变化的环境中生存，通过更新（我们补充，专业化）其业务来实现这一点。

In Persico SpA, transgenerational professionalization had an effect on the attitudes of the second generation leaders. This was evident in the new approach to risk-taking such as focusing on new ventures and acquisitions, which contributed to business diversification.
在 Persico SpA 公司，跨代专业化对第二代领导者的态度产生了影响。这种影响体现在对风险承担的新态度上，例如专注于新业务拓展和收购，这为业务多元化做出了贡献。

While Pierino is still considered by both family and non-family members as ‘the entrepreneur’, his entrepreneurial spirit is perceived as having transcended to his children ‘in their DNA’. The firm’s entrepreneurial attitude has been sustained by the second generation and the approach to risk evolved from intuitive to rational and methodical. This approach has fostered confidence in new opportunities and particularly in international operations. In other words, entrepreneurial attitudes and behaviours have been driven and supported by firm professionalization. From 2000
尽管皮耶里诺（Pierino）仍被家族成员和非家族成员视为“企业家”，但他的创业精神被认为已超越血缘，融入了子女的“基因”之中。企业的创业精神由第二代继承并延续，风险管理方式也从直觉型转变为理性且系统化的方法。这种转变增强了企业对新机遇的信心，尤其在国际业务拓展方面表现突出。换言之，创业态度与行为的形成与发展，得益于公司专业化的推动与支持。自 2000 年
to 2010, domestic revenues for Persico SPA decreased from two to one third of the company’s total turnover. The second generation members engaged in the search for international business opportunities. As a result, Persico SpA has recently acquired a business in the US (Autoplas Systems, Detroit) and one in Spain (Future Fibres, Valencia). The evidence suggests that this advancement falls into a stage-based internationalization category (Johanson and Vahlne, 1977) relying on managerial tools previously introduced in the firm. At the same time, the equity investments in Spain and the US are evidence of new entrepreneurial efforts triggered and carried forward by the second generation leaders. This approach is evidence of the innovative and risk-taking attitude of the next generation leaders.
截至 2010 年，Persico SPA 的国内收入从公司总收入的三分之二降至三分之一。第二代成员开始寻求国际业务机会。因此，Persico SpA 最近收购了美国（Autoplas Systems，底特律）和西班牙（Future Fibres，瓦伦西亚）的两家企业。现有证据表明，这一发展阶段属于基于阶段的国际化类别（Johanson 和 Vahlne，1977），依赖于企业此前引入的管理工具。同时，在西班牙和美国进行的股权投资，表明了第二代领导者引发并推动的新创业努力。这种做法体现了下一代领导者的创新和冒险精神。

Proposition 7: Transgenerational professionalization enhances the entrepreneurial attitudes of next generation leaders of family firms.
命题 7：跨代专业化提升家族企业下一代领导者的创业态度。

The findings of this study are encouraging although its development has not been without challenges and limitations. First, the research relied on a single case study. Although the case study method has been acknowledged as a suitable and powerful method for in-depth and contextualized investigations of family business-related topics, this approach also suffers from serious limitations, especially related to the external validity of results (De Massis and Kotlar, 2014). Second, the study was conducted in one specific context (Italy) and we are thus cautious in suggesting that the findings of this study allow inferences in other cultural contexts. Yet recent studies in alternative contexts where family businesses have thrived from professionalization of family members across generations (Roscoe, Discua Cruz and Howorth, 2013) would suggest that the findings of this study may have wider applicability. Current portrayals of long established STEP family businesses (De Massis et al., 2014b) highlight that transgenerational professionalization may have far-reaching implications in the family business domain and hence warrants further attention.
本研究的发现令人鼓舞，尽管其发展过程并非一帆风顺，也存在一定挑战和局限性。首先，本研究采用单一案例研究方法。尽管案例研究方法已被公认为深入探讨家族企业相关议题的合适且有力方法，但该方法也存在显著局限性，尤其在研究结果的外部效度方面（De Massis 和 Kotlar，2014）。其次，本研究在特定文化背景（意大利）开展，因此我们谨慎推断其研究结果可推广至其他文化环境。然而，近期在其他文化背景下开展的研究（Roscoe、Discua Cruz 和 Howorth，2013）表明，家族企业通过跨代专业化发展取得成功，这为本研究结果的广泛适用性提供了潜在支持。当前对长期存在的 STEP 家族企业（De Massis 等，2014b）的描述表明，跨代专业化可能对家族企业领域产生深远影响，因此值得进一步关注。

A relevant question arises from this study: is transgenerational professionalization more prevalent in some contexts than others? Previous studies by Colli, Fernandez and Rose (2003) suggest that some contexts may traditionally nurture the professionalization of succeeding family members to a greater extent. Thus, transgenerational professionalization may be linked to a wider cultural dynamic (Gupta and Levenburg, 2010). Consequently, the findings of our study should be tested in different
本研究提出了一个相关问题：跨代专业化在某些情境中是否比其他情境更普遍？Colli、Fernandez 和 Rose（2003）的先前研究表明，某些情境可能在传统上更倾向于培养后代成员的专业化。因此，跨代专业化可能与更广泛的文化动态相关（Gupta 和 Levenburg，2010）。因此，本研究的发现应在不同
contexts to corroborate or invalidate their robustness. Additional research is required to obtain a broader picture of transgenerational professionalization in family firms.
提供更多情境以验证或否定其稳健性。需要进一步研究以获得家族企业跨代专业化发展的更全面图景。

While existing studies provide relevant insights on professionalization in family firms, what is still lacking is a dynamic and cross-generational perspective on professionalization in family firms. Drawing on a longitudinal case study conducted within the STEP project, this research sheds light on transgenerational professionalization. We offer some emergent propositions on the enabling and constraining factors that influence the professionalization of family firms in a generational succession. Moreover, we explore the nexus between transgenerational professionalization and transgenerational entrepreneurship by looking at how the professionalization process influences the entrepreneurial attitudes of next generation leaders.
尽管现有研究为家族企业专业化提供了相关见解，但仍缺乏对家族企业专业化动态发展及跨代传承的视角。本研究基于 STEP 项目中的纵向案例研究，揭示了跨代专业化的特征。我们提出了一些关于影响家族企业在代际更替过程中专业化进程的促进因素和制约因素的初步假设。此外，我们通过考察专业化过程如何影响下一代领导者的创业态度，探索了跨代专业化与跨代创业之间的关联。

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