臺灣餐飲市場相當蓬勃，但也因多數屬於中小型家族企業，無人接棒、老店歇業的新聞也時常躍上版面成為話題。本研究透過多重個案研究法訪談五位中小型餐飲業家族接班人，並運用策略矩陣分析法檢視帶著外部職場經驗的新一代經營者如何看待自家企業的核心價值與競爭優勢，以及如何為因應不同的市場趨勢規劃策略與執行管理變革。

研究結果發現，有別於大型家族企業須恪遵公私分明的經營原則，中小型餐飲業家族接班人在經營管理面的成功，往往具備公私合一的特色－抱持著「回家幫忙」信念與情感的經營者，在傳承的基礎上將自身的知識、能力與經驗結合餐飲老店在企業規模、產品、市場、環境等各不相同的競爭優勢，發展出有別於前代經營的創新策略：專職經營的接班人，或利用研發菜色與主廚團隊磨合新關係，或運用靈活的薪酬與獎金紅利制度納才留才，或持續透過展店幫助技術人才與企業共同成長。而兼具關鍵料理技術與行銷力的接班人，不僅可以更積極且直接地著手改善營運流程、培養年輕班底，還可以活用老店知名度發展副品牌、異業合作與新商業模式。

由於研究者亦身兼餐飲老店接班人身分，作為介於父母長輩與資深幹部、員工間的新一代家族企業經營者，理解被研究者在接班過程中所遭遇到共通的關係衝突與任務挑戰，也是本研究的討論議題。眼見餐飲老店在長期營運下滋生的問題與困境，接班人如何以溝通化解矛盾、使創新策略取得上一代支持和組織的共識，經由管理矩陣的分析指出，接班人其實是要先在組織層級中新增一層可融入、妥適的管理位置和關係，才能進一步推動實質的轉型發生。

Restaurant market in Taiwan is very prosperous. In recent years, however, many of these small and medium-sized family businesses are closed without successors. The paper adopts multiple case studies and interviews five successors that take over family restaurant businesses. Based on strategic matrix analysis, this new generation of operators with prior work experiences review core values and competitive advantages in their businesses, design strategies for evolving markets, and implement change management.

While larger family enterprises draw clear lines between public and private aspects in their operations, small and medium-sized restaurant business successors often succeed by combining public and private layers. As they take over businesses “to help their families”, they utilize personal knowledge, capabilities, and experiences. Along with inherent competitive advantages in business scale, product, market, or environment in these restaurants, they develop innovative strategies. These new operators connect with chefs and cooks by designing new menus, use flexible compensation and bonus systems for recruitment and retention, and grow their businesses and skills by expansion. For operators with key recipes and marketing capabilities, they can improve business operations and recruit teams more directly and aggressively. They also take advantage of brand awareness for sidelines, collaborations, or new business models.

As the researcher is also taking over the family restaurant business, standing between parents and senior employees, she is aware of conflicts and challenges that research subjects may encounter in the succession process. As issues and problems emerge in these restaurants, successors are required to resolve conflicts through communication, and gain support from predecessors and organizations for their innovative strategies. The management matrix analysis indicates that successors should add an appropriate management layer in the organization, in order to push for substantial transformation.

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