家族企業在世界範圍內是一種普遍存在的組織形式，對全球經濟發展進程產生了重要影響。自改革開放以來，中國大陸家族企業如雨後春筍般湧現，成為中國經濟保持高速增長的重要微觀基礎，為就業、稅收和經濟增長貢獻了重要力量。而如今，隨著老一代創業者逐漸老去，家族企業事業如何延續成了一個非常緊迫而又重要的問題。

縱觀世界企業歷史，許多歷史悠久的知名企業緣起自家族，然後通過不斷的向職業經理團隊放權，轉變為社會屬性強的企業，實現了事業永續。有關家族企業向職業化發展的決策，既是家族內部要關注的事務，也是企業的要務。因為這些決策決定了企業未來的核心領導層，他們又決定了企業的戰略思路延續性和戰略執行成效。目前，針對中國家族企業的相關理論研究還不健全，特別是關於職業化的問題，中國家族企業要順利完成傳承，不僅需要企業主的智慧，還需要用科學的決策理論和方法，通過符合商業邏輯的推進策略和實施過程，順利完成傳承，並最終實現優秀的企業績效。

本文基於系統理論、戰略理論，綜合運用實證分析、案例分析等方法，對中國家族企業職業化的影響因素和績效表現做了較深入的研究。首先從中國家族企業外部環境分析影響中國家族企業職業化的總趨勢。外部環境分析從宏觀環境和行業環境兩個維度研究，內部環境從家族環境變化，指出了中國家族企業面臨許多變革機會，這些機會產生於中國家族企業系統環境變化的趨勢。結合理論研究和案例分析，構建了理論模型，給出了理論假設。本研究重點考察行業壁壘、技術含量、人才儲備、多元化程度四項經營要素對
家族企業職業化程度的影響，以及職業化程度對企業績效的影響，探討組織關係在其中的調節作用。通過Wind和CSMAR資料庫收集上市公司歷年公開資料，採用多元回歸分析方法對研究假設進行了實證檢驗。實證結果發現：

（1）行業壁壘對職業化程度有抑制作用；技術含量、人才儲備和多元化程度對職業化程度有顯著正向促進作用。提出三個管理啟示：家族企業職業化是戰略問題，是家族企業發展戰略的重要子戰略；家族企業職業化應當在公司發展戰略的框架下進行思考和研究，對職業技能、專業能力有高要求、新要求的企業，還有多元化程度高的企業，職業化建設是必要且緊迫的；重視人才培養，建立人才梯隊，幫助企業基業長青。

（2）研究職業化程度和企業績效的關係發現，職業化程度和企業績效存在顯著正相關關係，也印證了前述提出的人才戰略問題的重要性。把組織慣性加入到研究模型後發現，組織慣性能夠發揮正向調節作用，良好的組織慣性是職業化團隊贏得良好業績的因素。提出了相關管理啟示：專業的人做專業的事，避免外行指揮內行；建立良好的人才引進、培養和管理制度；建立與戰略配套的組織體系和運作流程，形成強大的組織能力。

（3）研究職業化程度對企業經營特徵和企業績效的仲介效應發現，技術含量和人才儲備對企業績效有正向作用，而行業壁壘和多元化並不一定能促進企業績效，且職業化程度的仲介效應驗證結果是部分仲介效應。提出三點管理啟示：建立優秀的企業核心能力，特別是技術能力和團隊管理能力；從戰略高度理性看待多元化，在進行多元化之後，一定要配置相應的職業化團隊；企業取得競爭優勢後，要建立壁壘，但是不能沉迷與壁壘之中，創新突破是永恆的主題。

論文在借鑒已有研究成果的基礎上，系統分析了家族企業職業化的背景、影響因素，及和績效的關係，揭示了其內在的作用機理，豐富了該領域的理論研究。論文通過實證研究明確了企業設計職業化戰略要充分考慮企業自身的經營特徵，職業化成功與否是和組織的結構、流程、文化建設密切相關的，職業化是家族企業成功的途徑之一。本文的研究過程和成果能為企業經營提供參考依據，在實踐中具有一定的指導意義。

Family business is a universal organizational form worldwide, which has an important impact on the process of global economic development. In China, since the reform and opening up, family enterprises have sprung up, which is an important micro basis for China's rapid economic growth and has contributed to China's employment, taxation and economic growth. Nowadays, with the aging of the older generation of entrepreneurs, the inheritance of family enterprises has become a very urgent and important problem.

The decision on the inheritance of family business is not only the family’s internal affairs, but also the affairs of the enterprise. These decisions determine the core leadership of the future enterprise and the strategic development ideas and implementation results of the enterprise. However, the relevant theoretical research on Chinese family enterprises is not perfect, especially for the problem of "inheritance". The discussion on Professionalization is also insufficient. In order to complete the inheritance successfully, Chinese family enterprises not only need the wisdom of business owners, but also need to use scientific decision-making theories and methods, through the promotion strategy and implementation process in line with business logic, complete the inheritance successfully, and finally achieve enterprise performance.

Based on system theory and strategic theory, this paper makes an in-depth study on the influencing factors and performance of the professionalization of Chinese family enterprises by using the methods of empirical analysis and case analysis. Firstly, starting with the environment of Chinese family enterprises, this paper analyzes the general trend affecting the professionalization of Chinese family enterprises. The external environment analysis starts from the two dimensions of macro environment and industry environment, and the internal environment starts from the change of family environment. It points out that Chinese family enterprises are facing many change opportunities. The changing trends of China's family business system environment include: legal system, trust system, technology upgrading, clarity of property rights and so on. Summarizing the trend of environmental change, this study believes that the progress of the environment makes Chinese family enterprises more and more suitable to promote the process of professionalization. This paper analyzes the contradiction and internal motivation of the professionalization inheritance of family enterprises, and preliminarily abstracts some propositions of the professionalization of family enterprises.

Then, combined with theoretical research and case analysis, this paper constructs the research model and gives the theoretical hypothesis. This paper focuses on the impact of industry barriers, technical content, talent reserve and diversification on the professionalization degree of family enterprises and enterprise performance, and puts forward some hypotheses. The data of listed companies over the years are collected through Wind and CSMAR databases, and the research hypothesis is empirically studied by multiple regression analysis. The empirical results show that:

(1) Trade barriers have an inhibitory effect on the degree of professionalization; Technical content, talent reserve and diversification significantly impact the degree of professionalization. This paper puts forward three management enlightenment: the professionalization of family enterprises is a strategic issue and an important sub-strategy of the development strategy of family enterprises; The professionalization of family enterprises should be considered and studied under the framework of the company's development strategy. The professionalization of high barrier traditional industries is not an urgent problem, and the transformation and development is the primary problem; Attaching importance to talent allocation and establishing talent echelon is the foundation of the enterprise.

(2) By studying the relationship between the degree of professionalization and enterprise performance, it is found that there is a significant positive correlation between the degree of professionalization and enterprise performance, which also confirms the importance of the above-mentioned talent strategy. It is found that organizational inertia can play a positive regulatory role, and good organizational inertia is the factor for professional teams to win good performance. Two management inspirations are put forward: establishing a good talent introduction, training and management system; Establishing the organization and process supporting the strategy to form a strong organizational ability.

(3) It is found that technology content and talent reserve have a positive effect on enterprise performance, while industry barriers and diversification do not necessarily promote enterprise performance, and the verification result of the intermediary effect of professionalism is a partial intermediary effect. Three management inspirations are put forward: establishing excellent enterprise ability, especially technical ability and talent management ability; Looking at diversification rationally from a strategic perspective. After diversification, we must configure corresponding professional teams; enterprises should establish barriers after gaining competitive advantage, but they should not indulge in barriers. Innovation and breakthrough is the eternal theme.

Based on the current research results, this paper systematically analyzes the background, influencing factors and the relationship with performance of family business professionalization, reveals its internal mechanism, and enriches the theoretical research in this field. Through empirical research, this paper clarifies that the design of professionalization strategy should fully consider the business characteristics of the enterprise. The success of professionalization is closely related to the organizational structure, process and cultural construction. Professionalization is one of the ways to the success of family enterprises. This paper’s research process and results can provide reference basis for enterprise management and have certain guiding significance in practice.