本案例由江南大学商学院黄昱方教授团队撰写，江南大学案例中心研究员雷源浩全文改编，江南大学商学院案例中心研究员李文涛为责任编辑，作者拥有著作权中的署名权、修改权、改编权。

摘要：改革开放40多年以来，以家族企业为主体的民营经济依靠自身优势为整个社会做出了巨大贡献。在家族企业的人力资源管理中，对于家族企业的经营者而言，公司高层及关键岗位首先考虑的是任用家族成员，基于此，很多家族企业经营者在用人问题上很难做到知人善任，依然走着任人唯亲的老路。当家族企业达到一定的规模，经营者就必须考虑家族企业社会化、通过规范人力资源管理、推行制度化管理等方式进行变革，实现健康持续发展。本案例通过描述大翔科技在发展历程中两次人事变革的重大事件，探讨家族企业如何在“人情化”和“制度化”之间选择的决策难题，了解转型期中小家族企业人事制度的发展路径。本案例主要适用于MBA企业战略管理、人力资源管理、组织行为学等课程，可以加深学生对于职业经理人机制、制度化管理、人情化管理、生命周期理论与企业文化等理论与概念的理解与掌握。

关键词：家族企业；人力资源管理；人情化；制度化

Daxiang Technology: Personnel Reform Choice To Be "Humanization" or "Institutionalization"

Abstract: Since the reform and opening up more than 40 years ago, the private economy dominated by family enterprises has made an indispensable contribution to the whole society by relying on its own advantages. In the human resource management of family enterprises, for the operators of family enterprises, the first consideration of the company's senior management and key positions is to appoint family members. Based on this, many family business operators are difficult to understand people and perform their duties, and still follow the old path of nepotism. In the early stage, it is understandable for the founder to insist on cronyism, but when the family business reaches a certain scale, the operator must consider the socialization of the family business, standardize the human resource management, promote the institutionalized management and other ways to carry out the reform, so as to achieve healthy and sustainable development. This case describes two major events of personnel reform in the development of Daxiang Technology, and discusses the decision-making problem of how to choose between "humanization" and "institutionalization" in family enterprises, so as to understand the development path of the personnel system of small and medium-sized family enterprises in the transition period. This case is mainly applied to MBA courses such as corporate strategic management, human resource management and organizational behavior, which can deepen students' understanding and mastery of theories and concepts such as professional manager mechanism, institutional management, humanistic management, life cycle theory and corporate culture.

Key words: Family business; Human resources management; Humanization; Institutionalized