Thesis (Ph. D.)--University of Texas at Austin, 2003. / Vita. Includes bibliographical references. Available also from UMI Company.

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Thesis (M. P. A.)--Texas State University-San Marcos, 2006. / "Fall 2006." Includes bibliographical references (leaves 52-54).

International research into the impact of CEO turnover on organisational share price performance has yielded inconsistent results. This research aims to study the impact of CEO turnover on the South African environment, and in particular on South African listed companies. The study is conducted looking at both the impact at the date of the announcement of the CEO change, and examines the impact of forced versus voluntary turnover, as well as internal versus external CEO replacement. There were 74 turnover events between 2001 and 2003, which were included in the study at announcement date. Only 28 of these resulted in the CEO remaining in office for a period of at least three years, and this smaller sample was used to examine the effect of CEO turnover over the three years after appointment. Event study methodology was used in the research. The research observed a statistically significant negative impact on share prices at the date of announcement of CEO turnover, but this was negated by statistically significant positive returns when looking at the day prior to the announcement. No statistically significant results were observed for internal versus external CEO replacement. Forced CEO turnover had a negative effect on share price performance when compare to voluntary turnover, but this was not statistically significant. No significant results were observed for the three years post the appointment of the new CEO. The conclusion of the research is that the impact of CEO turnover is not significant at announcement date or over time. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Thesis (Ph. D.)--Florida State University, 2005. / Advisor: Richard C. Feiock, Florida State University, College of Social Sciences, Askew School of Public Administration and Policy. Title and description from dissertation home page (viewed Jan. 24, 2006). Document formatted into pages; contains vii, 124 pages. Includes bibliographical references.

Thesis (Ph. D.)--Florida State University, 2005. / Includes vita. Includes bibliographical references (110-123). Also available online via the Florida State University ETD Collection website (http://etd.lib.fsu.edu/).

Thesis (D. Min.)--Gordon-Conwell Theological Seminary, 2006. / Abstract and vita. Includes bibliographical references (leaves 174-178).

This research study addressed the importance of succession planning for the organisations’ survival, which depends on the continuous supply of competent, experienced and well trained managers. It addresses the problem of determining the strategies that can be used by SARS Enforcement Port Elizabeth to manage succession planning effectively. To achieve this objective a comprehensive literature study was performed to determine the views on various succession planning models. The literature review serves as a model in the development of a guideline for SARS Enforcement Port Elizabeth management to manage succession planning. An interview was conducted with the Human Resource Manager and Middle management from the various departments who were requested to complete a questionnaire in order to determine the current practices of succession planning. The questionnaire was developed in accordance with the findings from the research. A pilot study was conducted to evaluate the relevance of the study to the problem questions and to evaluate whether the questionnaire will be easily understood. The answers of the respondents were analysed and compared to the findings of the literature study. The information obtained from the literature study and from the respondents resulted in various recommendations and conclusions.

During the 1990's, most Hong Kong companies experienced extremely high Voluntary Turnover among middle managers. This thesis attempts to find the causes of such turnover through quantitative analysis and at the same time assess the state of Succession Planning implementation in 10 subsidiaries of US multinational companies as a potential remedy to such turnover. Lack of career advancement and promotion opportunities was found by employees to be the leading cause of voluntary turnover whereas employers believe basic salary and other remuneration components are the main causes. In 9 companies out of 10, Succession Planning is found to be short on basic success criteria such as formalization, buget, support from top management, I.T. support, integra- tion with strategic HR planning, accountability and continuous review process / thesis (PhDBusinessandManagement)--University of South Australia, 2003.

Thesis (D. Min.)--Reformed Theological Seminary, Charlotte, NC, 2005. / Abstract and vita. Includes bibliographical references (leaves 186-196).