本文從系統論的觀點探討傳統家族企業，由於家族企業是本土特定文化的重要產物，需要從特定而具體的文化內涵去觀察與解釋。中國文化在講求和諧中仍強調重權、重情與重恥的特性，表現在家族企業中即呈現高度威權領導、關係取向及印象整飾等管理風格。在維護私有家產的前提下，威權領導表現出缺乏制衡的人治形式，而人治形式在決定組織成員的誘因分配時，又受到關係取向的影響，故呈現出「差序性」的誘因分配，而非公正均衡之「理性」的誘因分配。兩者之問的差距大小，決定組織成員的貢獻及去留意願。從系統論的角度觀之，子系統問的交換（投入／產出）關係達到均衡時，組織才有可能成為穩態。傳統家族企業的文化特徵，在創業初期扮演著強凝聚的正面角色，但在成長後需引進非家族成員時，反將扮演阻礙的負面角色，進而導致該類型組織系統中「中階」成員處於失衡的非穩態，造成組織系統的極端（高階與低階）共存現象。由於子系統間的交換標的物，除了經濟（有形可計算）的尚有社會（無形不易計算）的，顧及幹部尊嚴及面子的管理風格，因此具有降低不均衡態的負反饑調節作用，對維持組織穩定有其積極效果。然對組織長期成長而言，超越家族格局，進而尋求公平合理的「制度化」仍為必要之政策方向。

This research applies the concepts of system theory and system stability to develop a semi-quantitative model by logic reasoning of qualitative propositions. This model tries to explain the ”insufficiency of middle-level personnel” phenomenon in Taiwan traditional family enterprises. From cultural point of view, familism mentality reveals the characteristics of authoritarian leadership, Guanxism orientation, and impression management. These characteristics will cause ”bipolar coexistence” in the organization system of traditional family enterprises. That means top management will stay in stagnant equilibrium situation, and low-level employees will inflow/outflow in dynamic equilibrium status. Both situations are systematically stable in nature. Middle-level personnel, however, appear to be unstable in the organization system. They will gradually leave the organization and establish their own businesses in most cases. Besides economic/tangible inducements, there are social/ intangible inducements which are highly recognized and valued in Chinese society. Proper balancing of these two kinds of inducements, therefore, can reduce middle-level personnel's psychological dissonance and stablize the organization system. However, reasonable and fair contribution/inducement system is still needed to be established for organization's long-term growth.