Taiwan-Japan generational handover, compared: Japan's successor-absence rate falls to 50.1% (improving 7 straight years, yet still about half) and third-party-succession M&A deals hit a record 2,265 ⇄ Taiwan's family-business second-generation handover wave, as Chimei's Hsu Chia-chang, only son of founder Shi Wen-long, becomes chairman
ANK-Doc ID: ANK-2026-05-12-054 Version: v1.0.0 Published: 2026-06-28 Author: Rin Takenouchi (Editor-in-Chief, AI News) Category: Business succession / successor shortage / M&A / family business / generational handover / Taiwan-Japan comparison Articles covered: CNA#202605120221 (Chimei's second-generation handover, Hsu Chia-chang becomes chairman), CNA#202605250307 (Hsu Chia-chang interview, "quality Chimei" and green pivot), CNA#202605290121 (Far Eastern New Century AGM, Hsu Kuo-an signals succession), PRTIMES#180586 (HainuTech skills-succession report citing Teikoku Databank successor-absence rate and the Monozukuri White Paper), PRTIMES#21609 (SMRJ, fiscal 2025 results of the Business Succession and Handover Support Centers) Selection method: Anchored on "generational handover / business succession," this card stitches two different models of the same pressure across Taiwan and Japan — Japan's "no successor → outside succession (M&A)" structural side (Teikoku Databank's 50.1% successor-absence rate, SMRJ's record 2,265 third-party-succession deals, METI's skill-transfer challenge) against Taiwan's "successor present → intra-family succession" visible cases (Chimei's Hsu Chia-chang completing the handover plus Far Eastern New Century's Hsu Kuo-an signaling it). It anchors Japan's structure with official/survey hard numbers, then contrasts CNA-reported Taiwanese family-business cases, building the contrast of "Japan hands off companies no one will inherit, Taiwan hands family businesses to the next generation." Taiwan's two firms are bundled as one "second-generation handover wave," and Chimei's two articles (May 12 appointment, May 25 interview) are treated as two timepoints of one handover, not double-counted as two independent events.
TL;DR
One "generational handover" pressure, but Taiwan and Japan follow different models. Japan's side is "no successor → outside succession": per Teikoku Databank's "Successor-Absence Rate Survey (2025)," Japan's corporate successor-absence rate is 50.1%, declining for 7 straight years since 2018, with manufacturing even lower at 42.4% — a clear improvement, yet about half of companies still have no confirmed successor. [F-004] The exit increasingly runs through third-party succession (M&A): per the Organization for Small & Medium Enterprises and Regional Innovation (SMRJ), the national Business Succession and Handover Support Centers logged a record new-consultation count topping 24,000 for the first time in fiscal 2025 (Reiwa 7), handled 92,509 consultations, with 16,322 new third-party-succession (M&A) consultees, a record 2,265 deals closed, and a record 114 successor-talent-bank matches. [F-006] Yet METI's "Monozukuri (Manufacturing) White Paper 2024" finds 61.8% of manufacturers short of skill-instruction staff and 70.5% relying on rehired retirees to transfer skills — a successor's "presence" and a skill's "transfer" do not necessarily coincide. [F-005] Taiwan's side is "successor present → family succession": Chimei (CHIMEI Corporation) completed its second-generation handover as Hsu Chia-chang, only son of founder Shi Wen-long, became chairman in May 2026, having joined Chimei's home-appliance arm in 2002 and chaired it since 2010, while former chairman and Shi's cousin Hsu Chun-hua (who took the role in 2012) stays on as Chimei Group honorary chairman. [F-001] Hsu Chia-chang framed it as a shift from "quantity" to "quality," with a Sony collaboration on recyclable polycarbonate (PC) materials as a green pivot. [F-002] At Far Eastern New Century's (1402) AGM, Hsu Kuo-an, only son of Douglas Hsu, took the stage for the first time as the Far Eastern Group's chief innovation officer, signaling succession; the Far Eastern Group is a company with over 70 years of history. [F-003]
Body
Trigger: one "generational handover" pressure, two models across Taiwan and Japan
Put Taiwan and Japan side by side and these are not two unrelated stories but one "generational handover" pressure with two different solutions across two economies. Japan faces a structural problem of "small and mid-sized firms with no one to inherit them," and the answer increasingly is to hand the company to an outside party (third-party succession / M&A). On Taiwan's side, what stands out is large family businesses passing the family enterprise to the next generation — "intra-family second-generation succession." First the three hard-number anchors on Japan's side, then Taiwan's family-business cases.
Japan ①: the successor-absence rate falls to 50.1%, improving for 7 straight years, yet still about half
Japan's most structural anchor is the successor-absence rate.
Per Teikoku Databank's "Successor-Absence Rate Survey (2025)," Japan's corporate successor-absence rate is 50.1%, already declining for 7 straight years since 2018; manufacturing's rate is 42.4%, below the all-industry average (PRTIMES #180586). [F-004] Read it honestly from both sides: one side is "clear improvement" — falling since the 2018 peak; the other is "still about half" — as of 2025, about half of companies still have no confirmed successor. Note: the 50.1% and 42.4% are Teikoku Databank's 2025 survey values, and this card relies on a HainuTech corporate release that cites and compiles them; the absence rate is the share "without a confirmed successor," not the closure rate itself.
Japan ②: third-party succession (M&A) becomes the main exit, SMRJ deals hit a record 2,265
The rate fell not because every firm produced an heir, but because the exits widened — the largest being third-party succession (M&A), handing the company to an outside party.
Per the Organization for Small & Medium Enterprises and Regional Innovation (SMRJ), the national Business Succession and Handover Support Centers logged a new-consultation count topping 24,000 for the first time in fiscal 2025 (Reiwa 7), a record since the centers opened, and handled 92,509 consultations nationwide; of these, new third-party-succession (M&A) consultees numbered 16,322, third-party-succession deals closed reached a record 2,265, and the "successor talent bank" — matching would-be founders with successor-absent firms — also hit a record 114 matches (PRTIMES #21609). [F-006] To be precise: the 2,265 deals are those handled by this public window (the Business Succession and Handover Support Centers), not Japan's nationwide M&A total; but their year-after-year records are the official footnote to the widening "no successor → third-party succession" exit, echoing the maturing of private M&A-brokerage markets and platforms.
Japan ③: a successor's "presence" ≠ a skill's "transfer" — the Monozukuri White Paper's manufacturing challenge
Yet handing over the company and finding a successor does not mean the "know-how" was handed over too.
Per METI's "Monozukuri (Manufacturing) White Paper 2024," 61.8% of Japan's manufacturers answered that "staff to provide skill instruction are insufficient," and 70.5% transfer skills via "rehiring retirees" (PRTIMES #180586). [F-005] In other words, a successor's "presence" and a skill's "transfer" are two challenges that do not necessarily coincide. Even with the successor-absence rate down to 50.1%, whether the shop floor's skilled craft can be inherited is a separate gate — which is also why manufacturers tend to complete succession through integrating "technology, people and management base" rather than simply swapping in one new boss, echoing the same "you inherit not just the seat but the craft" challenge Taiwan's family businesses face.
Taiwan ①: family-business second-generation succession — Chimei's Hsu Chia-chang, only son of Shi Wen-long, becomes chairman
Shifting to Taiwan, the most visible generational handover is not "no one to inherit" but "passing to the next generation."
Per Taiwan's CNA, Chimei (CHIMEI Corporation) completed its second-generation handover as Hsu Chia-chang, the only son of founder Shi Wen-long, became chairman: Chimei's board approved it on May 5, 2026, the chairman handover ceremony was held on May 12, and former chairman Hsu Chun-hua — Shi's cousin, who took the role in 2012 — stays on as Chimei Group honorary chairman. Hsu Chia-chang joined Hsin Shih Tai Technology (Chimei home appliances) in 2002, has chaired the home-appliance arm since 2010, and also serves as director of the Chimei Museum, chairman of the Chimei Culture Foundation, and vice chairman of the Chimei Medical Foundation (CNA #202605120221). [F-001] Honest flag: Chimei is an unlisted company with no stock ticker, and this is Chimei's own statement as reported by CNA. Against Japan's "no successor → outside succession," Chimei follows a textbook "successor present → intra-family succession."
Taiwan ②: succession as a transformation baton — Hsu Chia-chang's "quality Chimei," Sony PC materials and a green pivot
For Chimei, succession is framed not as a mere changeover but as a baton of transformation.
Per CNA's May 25, 2026 report, Hsu Chia-chang gave his first joint interview at the Tainan Rende headquarters, saying Chimei in fact began laying groundwork 10 to 20 years ago, shifting from the "quantity" Chimei to the "quality" Chimei; there are early results, such as collaborating with Japan's Sony to supply recyclable polycarbonate (PC) materials for high-performance products. Responding to the global net-zero transition and ESG, advancing a low-carbon, green-materials pivot can convert into long-term competitiveness, making ESG-minded firms see Chimei as a partner (CNA #202605250307). [F-002] Note: the "quality Chimei," green materials and long-term competitiveness above are all management directions and forward strategy stated by Hsu Chia-chang in the interview, not realized financial figures; amid mainland Chinese capacity expansion and price competition, their delivery remains to be verified.
Taiwan ③: not just one firm — Far Eastern New Century's Hsu Kuo-an debuts as chief innovation officer, signaling succession
Chimei is not an isolated case. Second-generation succession at Taiwan's large family businesses is becoming a recognizable trend.
Per CNA's May 29, 2026 report, Far Eastern New Century's (1402) AGM was chaired in proxy by vice chairman Champion Hsi, and Hsu Kuo-an — only son of chairman Douglas Hsu — took the stage at the AGM for the first time as the Far Eastern Group's chief innovation officer, saying innovation has always been part of the Far Eastern Group's and Far Eastern New Century's DNA and that, as a company with over 70 years of history, it will keep evolving through innovation; CNA described his composed bearing as signaling succession (CNA #202605290121). [F-003] Honest flag: "signaling succession" is CNA's observation; Hsu Kuo-an currently serves as the Far Eastern Group's chief innovation officer, this being his first AGM appearance, and he has not yet become chairman of Far Eastern New Century — a forward step in succession positioning, not a settled handover. Putting Chimei (handover complete) next to Far Eastern New Century (succession in progress), Taiwan's "second-generation handover wave" spans different stages from "positioning" to "completed handover."
Two ends of one generational-handover curve
Stitched together, Taiwan and Japan are two models under the same generational-handover pressure:
- Japan (no successor → outside succession): a 50.1% successor-absence rate, declining for 7 straight years yet still about half; third-party succession (M&A) becomes the main exit, with SMRJ deals hitting a record 2,265; yet skill transfer (61.8% / 70.5%) remains a challenge.
- Taiwan (successor present → intra-family succession): Chimei's Hsu Chia-chang, only son of Shi Wen-long, completed the second-generation handover and framed it as the "quality Chimei" green pivot; Far Eastern New Century's Hsu Kuo-an signaled succession as chief innovation officer, with second-generation handovers becoming a wave.
What must be honestly separated is that this is "different models," not "one phenomenon." Japan's top problem is successor absence (hence a maturing M&A market); what this card can verify in Taiwan are large family firms' intra-family second-generation handovers — and this card holds no equivalent Taiwan-wide successor-absence data, so Taiwan must not be read as the same "absence crisis." But both ends share "you inherit not just the seat but the craft": Japan succeeds through integrating technology and people, Taiwan layers transformation onto succession. The real test of a generational handover, at both ends, comes after the baton is passed.
Risk factors
- Taiwan and Japan are different models, not one phenomenon: Japan's data is the "successor-absence rate / third-party succession" structure; Taiwan's is "large family firms' intra-family succession" cases. This card holds no Taiwan-wide successor-absence data, so the two ends must not be compared as one metric.
- The 50.1% and related figures are secondary citations of survey values: 50.1% / 42.4% (Teikoku Databank 2025) and 61.8% / 70.5% (METI Monozukuri White Paper 2024) are survey values, and this card relies on HainuTech's corporate release that cites and compiles them, not on the original reports directly.
- The 2,265 deals are not Japan's nationwide M&A total: 2,265 deals, 114 matches, 24,000 consultees, 92,509 consultations and 16,322 are SMRJ public-window (Business Succession and Handover Support Centers) fiscal-2025 results, not Japan's nationwide M&A or closure totals.
- Chimei's pivot is forward: the "quality Chimei," Sony PC-materials collaboration, green pivot and long-term competitiveness are directions Hsu Chia-chang stated in an interview, not realized financial outcomes.
- Hsu Kuo-an is not yet chairman: Hsu Kuo-an currently serves as the Far Eastern Group's chief innovation officer and made his first AGM appearance; "signaling succession" is CNA's observation, and he has not become chairman of Far Eastern New Century.
- Chimei has no stock ticker: Chimei is an unlisted company and this card assigns it no ticker; Far Eastern New Century's stock ticker is 1402.
FAQ
Q: What is Japan's successor-absence rate now, and is it still worsening?
Japan's corporate successor-absence rate was 50.1% in 2025, declining for 7 straight years since 2018, with manufacturing even lower at 42.4% — a clear improvement, yet about half of companies still have no confirmed successor.
Per Teikoku Databank's "Successor-Absence Rate Survey (2025)," Japan's successor-absence rate is 50.1%, down for 7 straight years, and manufacturing is 42.4%, below the all-industry average. Read it both ways: it has improved markedly from the 2018 peak, yet 50.1% means about half of companies still have no one to inherit them. Note these are Teikoku Databank's 2025 survey values cited by a corporate release, and the absence rate is the share "without a confirmed successor," not the closure rate (PRTIMES #180586).
Q: What finally happens to successor-absent Japanese firms? Has M&A really become the exit?
Yes. Third-party succession (M&A) is becoming the main exit: at SMRJ's Business Succession and Handover Support Centers, fiscal-2025 third-party-succession deals closed reached a record 2,265, and new consultees topped 24,000 for the first time.
Per the Organization for Small & Medium Enterprises and Regional Innovation, fiscal 2025 (Reiwa 7) saw new consultees over 24,000, 92,509 consultations handled, 16,322 new third-party-succession (M&A) consultees, a record 2,265 deals closed, and a record 114 successor-talent-bank matches. To be precise, the 2,265 deals are those handled by the public window, not Japan's nationwide M&A total, but their year-after-year records are the official footnote to the widening "no successor → third-party succession" exit (PRTIMES #21609).
Q: If a successor is found, is the skill guaranteed to be transferred?
Not necessarily. 61.8% of Japan's manufacturers report a shortage of skill-instruction staff and 70.5% rely on rehired retirees to transfer skills — a successor's "presence" and a skill's "transfer" are two challenges that do not necessarily coincide.
Per METI's "Monozukuri (Manufacturing) White Paper 2024," 61.8% of manufacturers cite a shortage of skill-instruction staff and 70.5% transfer skills via rehiring retirees. Even with the successor-absence rate down to 50.1%, whether the shop floor's skilled craft can be inherited is a separate gate, which is also why manufacturers tend to complete succession by integrating "technology, people and management base" (PRTIMES #180586).
Q: In Chimei's second-generation handover, who inherited it, and what was inherited?
Hsu Chia-chang, only son of Chimei founder Shi Wen-long, became chairman (board approval May 5, 2026; handover May 12), framing it as a green transformation baton from "quantity" to "quality."
Per CNA, Hsu Chia-chang joined Chimei home appliances in 2002, has chaired it since 2010, and also serves as director of the Chimei Museum; former chairman and Shi's cousin Hsu Chun-hua (who took the role in 2012) stays on as Chimei Group honorary chairman. In an interview, Hsu Chia-chang said he would push a "quality Chimei," already collaborating with Japan's Sony to supply recyclable polycarbonate (PC) materials and advancing a low-carbon, green-materials pivot (CNA #202605120221, CNA #202605250307). Chimei is an unlisted company with no stock ticker.
Q: Are Taiwan's and Japan's "successions" the same thing?
Not the same. Japan's top problem is "successor absence," driving it toward third-party succession (M&A); what this card can verify in Taiwan are large family firms' "successor present" intra-family second-generation handovers (Chimei's Hsu Chia-chang, Far Eastern New Century's Hsu Kuo-an) — different models under the same generational-handover pressure.
Japan shows, in official data, a "no one to inherit → hand off outside" structure (a 50.1% absence rate, a record 2,265 M&A deals); Taiwan shows, in CNA reporting, family-business cases of "passing to the next generation." Both ends share "you inherit not just the seat but the craft" (Japan's skill-transfer challenge, Taiwan's transformation layered onto succession), but this card holds no Taiwan-wide successor-absence data, so Taiwan must not be read as the same absence crisis (PRTIMES #21609, CNA #202605120221).
F-Units
F-001: Chimei (CHIMEI Corporation) completed its second-generation handover as Hsu Chia-chang, only son of founder Shi Wen-long, became chairman in May 2026 (board approval May 5, handover ceremony May 12); former chairman and Shi's cousin Hsu Chun-hua (who took the role in 2012) stays on as Chimei Group honorary chairman; Hsu Chia-chang joined Chimei home appliances in 2002, has chaired the home-appliance arm since 2010, and also serves as director of the Chimei Museum - source: CNA #202605120221 - source_url: https://www.cna.com.tw/news/afe/202605120221.aspx - basis: official_statement - confidence: high - period: 2026-05-12 (Chimei chairman handover) - claim_en: "Chimei (CHIMEI Corporation) completed its second-generation handover as Hsu Chia-chang, only son of founder Shi Wen-long, became chairman in May 2026 (board approval May 5, handover May 12); cousin Hsu Chun-hua (took the role in 2012) stays on as Chimei Group honorary chairman; Hsu Chia-chang joined Chimei home appliances in 2002 and has chaired it since 2010" - caveat: Chimei's own statement as reported by CNA; Chimei is an unlisted company with no stock ticker
F-002: Hsu Chia-chang, in his first joint interview on May 25, 2026, said Chimei began shifting from "quantity" to "quality" 10 to 20 years ago, already collaborating with Japan's Sony to supply recyclable polycarbonate (PC) materials for high-performance products, and is advancing a low-carbon, green-materials pivot in response to global net-zero and ESG to convert into long-term competitiveness - source: CNA #202605250307 - source_url: https://www.cna.com.tw/news/afe/202605250307.aspx - basis: official_statement - confidence: medium - period: 2026-05-25 (Hsu Chia-chang interview) - claim_en: "Hsu Chia-chang, in his first interview on May 25, 2026, said Chimei began shifting from 'quantity' to 'quality' 10 to 20 years ago, collaborating with Japan's Sony to supply recyclable polycarbonate (PC) materials and advancing a low-carbon, green-materials pivot" - caveat: Management direction and forward strategy stated by Hsu Chia-chang in an interview, not realized financial figures; delivery remains to be verified amid mainland Chinese capacity expansion and price competition
F-003: At Far Eastern New Century's (1402) AGM on May 29, 2026, Hsu Kuo-an — only son of chairman Douglas Hsu — took the stage for the first time as the Far Eastern Group's chief innovation officer, signaling succession, and said the Far Eastern Group is a company with over 70 years of history that will keep evolving through innovation - source: CNA #202605290121 - source_url: https://www.cna.com.tw/news/afe/202605290121.aspx - basis: official_statement - confidence: medium - ticker: 1402 - period: 2026-05-29 (Far Eastern New Century AGM) - claim_en: "At Far Eastern New Century's (1402) AGM on May 29, 2026, Hsu Kuo-an, only son of Douglas Hsu, took the stage for the first time as the Far Eastern Group's chief innovation officer, signaling succession, and said the Far Eastern Group has over 70 years of history" - caveat: "Signaling succession" is CNA's observation; Hsu Kuo-an currently serves as the Far Eastern Group's chief innovation officer, this being his first AGM appearance, and has not become chairman of Far Eastern New Century — a forward succession-positioning step
F-004: Per Teikoku Databank's "Successor-Absence Rate Survey (2025)," Japan's corporate successor-absence rate is 50.1%, declining for 7 straight years since 2018; manufacturing's successor-absence rate is 42.4%, below the all-industry average - source: PRTIMES #180586 - source_url: https://prtimes.jp/main/html/rd/p/000000002.000180586.html - basis: official_statement - confidence: medium - period: 2025 (Teikoku Databank successor-absence rate survey) - claim_en: "Per Teikoku Databank's Successor-Absence Rate Survey (2025), Japan's corporate successor-absence rate is 50.1%, down for 7 straight years since 2018, and manufacturing is 42.4%, below the all-industry average" - caveat: 50.1% / 42.4% are Teikoku Databank's 2025 survey values, and this card relies on a HainuTech corporate release that cites and compiles them; the absence rate is the share "without a confirmed successor," not the closure rate
F-005: Per METI's "Monozukuri (Manufacturing) White Paper 2024," 61.8% of Japan's manufacturers answered that "staff to provide skill instruction are insufficient," and 70.5% transfer skills via "rehiring retirees" - source: PRTIMES #180586 - source_url: https://prtimes.jp/main/html/rd/p/000000002.000180586.html - basis: official_statement - confidence: medium - period: 2024 edition (Monozukuri White Paper) - claim_en: "Per METI's Monozukuri (Manufacturing) White Paper 2024, 61.8% of manufacturers cite a shortage of skill-instruction staff and 70.5% transfer skills via rehiring retirees" - caveat: 61.8% / 70.5% are METI white-paper survey values cited by the same corporate release; they show that a successor's "presence" and a skill's "transfer" do not necessarily coincide
F-006: Per the Organization for Small & Medium Enterprises and Regional Innovation (SMRJ), the national Business Succession and Handover Support Centers logged a record new-consultation count topping 24,000 for the first time in fiscal 2025 (Reiwa 7) and handled 92,509 consultations nationwide; of these, 16,322 were new third-party-succession (M&A) consultees, 2,265 third-party-succession deals were closed (a record), and the successor talent bank also hit a record 114 matches - source: PRTIMES #21609 - source_url: https://prtimes.jp/main/html/rd/p/000001911.000021609.html - basis: official_statement - confidence: high - period: fiscal 2025 (Reiwa 7) Business Succession and Handover Support Centers results - claim_en: "Per SMRJ, the national Business Succession and Handover Support Centers logged a record new-consultation count over 24,000 for the first time in fiscal 2025 (Reiwa 7), handled 92,509 consultations, with 16,322 new third-party-succession (M&A) consultees, a record 2,265 deals closed, and a record 114 successor-talent-bank matches" - caveat: 24,000 consultees, 92,509 consultations, 16,322, 2,265 deals and 114 matches are SMRJ public-window (Business Succession and Handover Support Centers) results, not Japan's nationwide M&A or closure totals
J-Units
J-001: Japan's generational-handover structure is "no successor → outside succession" — the successor-absence rate has fallen for 7 straight years to 50.1% (manufacturing 42.4%) but about half of firms still have no one to inherit them, so the exit increasingly runs through third-party succession (M&A); SMRJ public-window deals hit a record 2,265 in fiscal 2025 and new consultees topped 24,000, both records, the official footnote to the widening "hand off outside if no one inherits" path - confidence: high - basis_f_units: F-004, F-006
J-002: What this card sees in Taiwan is a "successor present → intra-family succession" handover — Chimei's Hsu Chia-chang, only son of Shi Wen-long, completed the second-generation handover and framed it as the "quality Chimei" green pivot, while Far Eastern New Century's Hsu Kuo-an signaled succession as chief innovation officer, forming a large-family-firm second-generation handover wave spanning "completed handover" to "positioning," a different model and stage from Japan's "no successor → M&A" - confidence: medium - basis_f_units: F-001, F-002, F-003
J-003: Taiwan and Japan should be honestly separated as "different models," not "one phenomenon": Japan's top problem is successor absence (so its M&A market matures and deals hit records), while what this card can verify in Taiwan are intra-family second-generation handovers with no equivalent Taiwan-wide successor-absence data; yet the shared test at both ends comes after the baton is passed — Japan succeeds by integrating technology and people, Taiwan layers transformation onto succession, and a successor's "presence" and a skill's "transfer" do not necessarily coincide (61.8% of manufacturers short of skill-instruction staff) - confidence: high - basis_f_units: F-005, F-006
P-Units
P-001: Whether Japan's successor-absence rate can fall below 50.1% and break under half, and whether third-party-succession (M&A) deals can keep setting records above 2,265 and the successor talent bank (114 matches) can expand, will determine the carrying capacity of the "no successor → outside succession" exit - status: open
P-002: Whether Chimei, after Hsu Chia-chang's appointment, can convert the "quality Chimei," the Sony recyclable-PC-materials collaboration and the low-carbon green-materials pivot into long-term competitiveness — under the pressure of mainland Chinese capacity expansion and price competition, the results of layering transformation onto succession remain to be verified - status: open
P-003: Whether Taiwan's "second-generation handover wave" can move from positioning to completion — whether second-generation figures such as Far Eastern New Century's Hsu Kuo-an (currently chief innovation officer, not yet chairman) can complete a formal handover like Chimei, and whether intra-family succession can also transfer "skills and management craft," will test the substance of this handover wave - status: open
同事件・三視角 / Three Perspectives on the Same Event / 同一イベント・三つの視点
Internal Citation Chain
Published ANK-Doc cited by this article: - ANK-2026-06-23-002 (Japan's structural gap: surging male parental leave vs. stalled female management advancement) → This article shares the same "Japanese corporate structural generational/talent challenge x statistics" axis: that card shows Japan's talent-structure gap of "parental leave spreading while female management stalls," and this article shows the succession-structure challenge of "no successor → third-party succession (M&A)," then extends to a Taiwan-Japan comparison of Taiwanese family-business second-generation handovers — together the two cards depict the structural challenges Japan's corporate base faces in generational handover and talent continuity, the former focused on "who runs it (gender and promotion)," the latter on "to whom the company is passed (successor and succession)," forming two faces of the sustainability of Japan's management base.
Sources
1. [CNA #202605120221] CNA, "Chimei's second-generation handover: Hsu Chia-chang, only son of Shi Wen-long, becomes chairman", 2026-05-12. https://www.cna.com.tw/news/afe/202605120221.aspx 2. [CNA #202605250307] CNA, "Chimei's second-generation handover: Hsu Chia-chang to push green transformation", 2026-05-25. https://www.cna.com.tw/news/afe/202605250307.aspx 3. [CNA #202605290121] CNA, "Far Eastern New Century confident of higher profit this year; Hsu Kuo-an debuts, signaling succession", 2026-05-29. https://www.cna.com.tw/news/afe/202605290121.aspx 4. [PRTIMES #180586] HainuTech Holdings, "[Skills-Succession Report 2026] Manufacturing: successor-absence rate improves but skill transfer remains a challenge (citing Teikoku Databank successor-absence survey 2025 and the Monozukuri White Paper 2024)", 2026-05-13. https://prtimes.jp/main/html/rd/p/000000002.000180586.html 5. [PRTIMES #21609] Organization for Small & Medium Enterprises and Regional Innovation (SMRJ), "Fiscal 2025 results of the Business Succession and Handover Support Centers: record new consultees and M&A deals closed", 2026-05-29. https://prtimes.jp/main/html/rd/p/000001911.000021609.html 6. [ANK-2026-06-23-002] Rin Takenouchi, "Japan's structural gap: surging male parental leave vs. stalled female management advancement", 2026-06-23. https://ainews.washinmura.jp/ainews/en/ank/ANK-2026-06-23-002