Search results

1 – 10 of over 5000
Article
Publication date: 20 April 2012

Joseph C. Santora and James C. Sarros

The aim of this article was to emphasize that board member failure to develop a succession plan places the organization in a precarious status quo mode, and thereby to help…

1111

Abstract

Purpose

The aim of this article was to emphasize that board member failure to develop a succession plan places the organization in a precarious status quo mode, and thereby to help educate executive directors and board members about the need for an executive succession plan.

Design/methodology/approach

Case study methods were used to collect data presented in the case narrative.

Findings

The results of the authors' case study suggest that organizations that do not plan for executive succession events jeopardize their ability to pursue new opportunities.

Research limitations/implications

Generalizability of a single case study may be a research concern despite its in‐depth investigation, analysis, and findings.

Practical implications

Executive directors and board members must recognize the importance of an executive succession plan to ensure smooth transition from one executive to another.

Originality/value

In these complex times it is a strategic imperative that organizations are ready to address issues of uncertainty. An executive succession plan can help ensure organizational responses to changing internal and external environmental conditions.

Details

Development and Learning in Organizations: An International Journal, vol. 26 no. 3
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 20 June 2008

James Brant, Rebecca Dooley and Stephen Iman

This paper seeks to summarize the development of a systematic approach to assessing executive potential by studying a major medical device manufacturer that aimed at substantially…

1458

Abstract

Purpose

This paper seeks to summarize the development of a systematic approach to assessing executive potential by studying a major medical device manufacturer that aimed at substantially increasing its pipeline of candidates for top executive positions through programs designed to identify and assess high potential leaders.

Design/methodology/approach

The study illustrates a range of issues pertinent to developing integrated approaches to succession planning, including identification of criteria suitable to the culture of the organization and its strategic challenges, sound assessment of candidates and integration of program efforts with development needs of high potential managers. The approach developed in the case provided consistent criteria for assessing leadership potential in a global corporation and relied on methods derived from assessment centers.

Findings

Events of the case led to the development of systematic and integrated processes promoting succession planning and executive development. The program has been well received by high potential managers and seems to have yielded benefits in retention of top executive talent.

Research limitations/implications

Since program development, 64 percent of candidates nominated with high degrees of confidence have been promoted and 70 percent have experienced either functional or cross‐business‐unit moves – compared with a 20 percent promotion rate and a 38 percent attrition rate for individuals not participating in the process.

Originality/value

The paper discusses the events that led to the development of systematic and integrated processes promoting succession planning and executive development.

Details

Strategic HR Review, vol. 7 no. 4
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 22 November 2018

Joseph C. Santora

This paper aims to raise the level of awareness of the critical need to have a chief executive succession plan in nonprofit organizations.

495

Abstract

Purpose

This paper aims to raise the level of awareness of the critical need to have a chief executive succession plan in nonprofit organizations.

Design/methodology/approach

This paper uses a review of survey literature to determine the degree to which nonprofits plan for chief executive succession.

Findings

The findings reveal a serious lack of planning for successors in nonprofit organizations.

Originality/value

This paper underscores the need for a three-pronged approach by nonprofit boards of directors, chief executive officers, and HR departments to address planning for successors to prevent potential chaotic organizational situations and create sustainable nonprofits.

Details

Human Resource Management International Digest, vol. 27 no. 1
Type: Research Article
ISSN: 0967-0734

Keywords

Article
Publication date: 31 December 2018

Joseph C. Santora, Gil Bozer and Mari Kooskora

The purpose of this paper is to investigate the perceptions of five leadership succession themes by executives of Estonian nonprofit organizations.

255

Abstract

Purpose

The purpose of this paper is to investigate the perceptions of five leadership succession themes by executives of Estonian nonprofit organizations.

Design/methodology/approach

This is a qualitative study that uses narrative inquiry and purposive sampling. Face-to-face and Skype interviews were conducted with 15 executives.

Findings

Succession was unplanned in most of the Estonian nonprofits; successors were coached during initial transitionary periods; insiders were preferred to outsiders; requirements of executive positions were unmet because of a talent shortfall; lack of trust, unexpected behavior, and possible ethical issues were key risk factors associated with succession; and mixed opinions were received regarding the advantages and disadvantages of succession planning.

Research limitations/implications

Narrow focus on Estonian nonprofit organizations and their executives, purposive sampling, and single qualitative research method. Results may not be applicable to other nonprofits.

Practical implications

Practitioners of Estonian nonprofits can better understand the implications of executive succession issues. Lessons learned may help other nonprofit leaders.

Social implications

Having a carefully crafted succession plan can enable smoother transitions between organizational leaders and create organizational stability, thereby ensuring a continuous delivery of goods and services to clients.

Originality/value

Seminal research – this is the first study of its kind on Estonian nonprofit organizations and executive succession issues. This paper can serve as a foundation for further research on Eastern European nonprofits.

Details

Development and Learning in Organizations: An International Journal, vol. 33 no. 3
Type: Research Article
ISSN: 1477-7282

Keywords

Book part
Publication date: 6 December 2021

Heather Moore, Lihua Dishman and John Fick

Employee turnover is a growing challenge for health-care providers delivering patient care today. US population demographics are shifting as the population ages, which leaves the…

Abstract

Employee turnover is a growing challenge for health-care providers delivering patient care today. US population demographics are shifting as the population ages, which leaves the field of health care poised to lose key leaders and employees to retirement at a time when patient care has grown more complex. This means health care will lose its core of key employees at a time when skilled leadership and specialized knowledge is most needed and directly impacts health care's ability to deliver quality care. Operational succession planning (OSP) may be one solution to manage this looming challenge in health care, as the process identifies and develops the next generation of leadership. Thus, this exploratory national study used a quantitative and cross-sectional design to examine the relationship between OSP and employee turnover. Demographic and 10-point Likert scale data were collected from n = 66 medical practices, using an online survey instrument. Data were analyzed using various descriptive and inferential statistical methods. Distribution (frequency and chi-square) analyses of the study sample, one-way analysis of variance (ANOVA), and regression analyses were performed across seven demographic characteristics of the medical practices: Specialty, Ownership Structure, Number of full-time equivalent (FTE) Physicians, Number of FTE Clinical Employees, Number of FTE Nonclinical Employees, Number of FTE Employees Left Position, and Region. Study results provided statistically significant evidence to support the relationship between OSP and employee turnover, highlighting that OSP was associated with lower employee turnover. The finding suggests that OSP can serve as an effective mechanism for increasing employee retention.

Details

The Contributions of Health Care Management to Grand Health Care Challenges
Type: Book
ISBN: 978-1-80117-801-3

Keywords

Article
Publication date: 11 September 2023

Nazia Keerio and Abd Rahman Ahmad

Succession planning is an emerging area for research in higher education institutions worldwide; however, literature is scarce in the context of developing countries like…

Abstract

Purpose

Succession planning is an emerging area for research in higher education institutions worldwide; however, literature is scarce in the context of developing countries like Malaysia. The factors that have an influence on the execution of succession planning in public universities are the primary goal that has been set for achieving the study's goal. Moreover, the development of leadership in institutions has been taken by adopting formal succession planning. This study aims to be explore the factors that can contribute to the successful execution of the plan, particularly in higher education institutions in Malaysia.

Design/methodology/approach

The study employed the qualitative approach. The registrars have been selected by using purposive sampling technique for face-to-face interviews from five public research universities of Malaysia. The in-depth data can be collected at research universities as they are old and comprehensive universities of Malaysia. The data were analysed through thematic analysis.

Findings

The number of factors that have been revealed through the findings are as follows: organisational culture, the support of top-level management, the strategic plan, the reward, the champion from top-level management and the budget. Further, the public universities of Malaysia required ensuring that all employees were aware of succession plan initiatives taken by institutions, although the system was challenged by not taking these factors into account.

Originality/value

The primary data have been collected to provide the insight regarding opportunities and challenges encountered in the implementation of succession planning in Malaysian public universities.

Details

Journal of Applied Research in Higher Education, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2050-7003

Keywords

Article
Publication date: 17 October 2022

Stephen Debar Kpinpuo, John Antwi and John Yaw Akparep

A core responsibility of organizational leaders in a world of increasing competition for best talents is positioning right persons and plans for sustainable growth and progress of…

Abstract

Purpose

A core responsibility of organizational leaders in a world of increasing competition for best talents is positioning right persons and plans for sustainable growth and progress of their respective organizations. However, attracting top talents for key positions is meaningless if it is not backed by winning retention or succession strategies. This paper aims to assess succession management techniques in the Nzema East District (NED) of Ghana to determine incumbent reliability on its own succession knowledge, practice and sustainability.

Design/methodology/approach

Through a cross-organizational investigation, this study used qualitative approaches to explore succession knowledge and practice as they relate to effective management and sustainability of selected NED organizations. In all, 60 purposively selected participants were involved in the study.

Findings

This study revealed not only that most NED organizational leaders have no succession plans but also that some senior management officials of these organizations, much as their subordinates, lack knowledge and practice of the concept altogether. It also emerged that a leadership succession paradox, where management expressed profound interest in succession planning (SP) learning and practice, adopting SP as a strategic tool and in using SP as insurance for sustainability of NED firms, but presides over the contrary, characterized much of NED management activity.

Research limitations/implications

As a case study, this research is limited in terms of generalizability, but its implications are quite limitless.

Originality/value

The originality of this study lies in an emerging leadership succession paradox where business executives advocate what, in practice and theory, they are themselves opposed to. Contrary to the logic that we practice what we learn, succession management in NED organizations is not only unethical but also paradoxical. This study has not been published and is not being considered for publication anywhere else.

Details

Industrial and Commercial Training, vol. 55 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 1 February 1994

Michael S. Leibman and Ruth A. Bruer

Succession planning can no longer depend on straight‐line projections. It must be dynamic, flexible, and tied to tomorrow's business plan.

Abstract

Succession planning can no longer depend on straight‐line projections. It must be dynamic, flexible, and tied to tomorrow's business plan.

Details

Journal of Business Strategy, vol. 15 no. 2
Type: Research Article
ISSN: 0275-6668

Article
Publication date: 1 August 1993

John O. Burdett

Describes the approach to replacement and succession planningsuccessfully used by the human resource function of a Canadian packaginggroup. The approach is based on the evaluation…

Abstract

Describes the approach to replacement and succession planning successfully used by the human resource function of a Canadian packaging group. The approach is based on the evaluation of seven essential behavioural characteristics for managers as criteria separately for replacement (today) and succession (three to five years on). Advocates the development of both generic and job‐focused behavioural competences and the institutionalization of succession/replacement planning.

Details

International Journal of Manpower, vol. 14 no. 8
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 5 June 2009

Neophytos Lambertides

The aim of this paper is to examine the long‐term abnormal returns of firms that have experienced chief executive officer (CEO) succession. According to Chief Executive magazine…

1372

Abstract

Purpose

The aim of this paper is to examine the long‐term abnormal returns of firms that have experienced chief executive officer (CEO) succession. According to Chief Executive magazine, directors rank CEO succession as the second most important issue their firms face, the first being strategic planning.

Design/methodology/approach

This study examines 202 CEO succession announcements. It utilizes two returns‐generating models to calculate abnormal returns for two estimation windows of 200 trading days before and after the succession event.

Findings

The results support the theory first developed by Guest (1962) that succession is an adaptive event. Specifically, this study shows that firms that experience a CEO change have positive abnormal returns, suggesting that new CEOs raise the firm performance. Moreover, this study shows that firms that experience CEO change due to CEO retirement improve firm performance in the post‐succession period, whereas succession due to CEO sudden death or illness seems to have no direct effect on the long‐term performance of these firms. Finally, this study provides strong evidence that outside successions help firms raise performance more than inside successions.

Research limitations/implications

Like any empirical event‐study, the validity of the results depends on the absence of confounding events. Future research could be to explore the relationship between the information content of the CEO succession announcement and the market reaction.

Originality/value

This paper is believed to be the first attempt to empirically examine the relation between CEO turnover and long‐term firm performance through the analysis of the successor's origin and of the force initiating the change, by using an event study methodology.

Details

Managerial Finance, vol. 35 no. 7
Type: Research Article
ISSN: 0307-4358

Keywords

1 – 10 of over 5000