This dissertation is an exploration, development and application of a theory on the effects of managerial succession on organizational performance in the public sector. Public management is a field of study within public administration that is gaining momentum and is strengthening both its theoretical and empirical bases. In this dissertation I build upon the very small literature on managerial (or executive) succession to develop a theory of the effects of managerial succession on performance. I posit that in the short-term performance will decrease; however, over time organizations that have had a succession event will see an increase in performance. I employ the use of three unique datasets: Texas school district superintendents, British local education authorities, and Major League Baseball field managers. All datasets have particular strengths that allow for a more complete empirical analysis. What we find is that, while there appears to be no significant relationship between managerial succession and performance in the year following the succession event, there is a positive and significant event over time. Furthermore, in the British analysis, which is designed to test a similar organization to the Texas analysis yet in a vastly different organizational structure, we find no significant relationship between performance and succession.

This study explores the reasons why succession planning is imperative in an organisation. The study focuses on Nedbank Homeloans’ KZN Operations at the head office in central Durban and includes the views of the office staff about the salient issues in regards to succession planning. A comprehensive literature review provides a background to the study. A number of reasons for the need for succession planning have been provided by various writers, and these constitute the point of departure for the study. The broad themes that impact on the success of succession planning are identified as being the need to retain talent, to develop skills, and to enhance the benefits that can be derived from implementing succession planning in an organisation. In relation to these themes, the main objectives of the study were the following: to determine what benefits the organisation may achieve from implementing a succession plan; the significant impacts of not having a strategic succession plan; what an organisation can do to retain talented and competent employees; the role an organisation can play in sustaining skilled and talented people; and if the implementation of succession planning can support the career paths of employees not just up a specialised ladder but across a continuum of professional competence. The fieldwork was exploratory in nature, with a questionnaire being administered to seventyseven home-loan staff across the different levels of function. The Statistical Package for Social Sciences (SPSS) was used to analyse the data. Various statistical techniques such as Cronbach’s Alpha were applied to test reliability.An in-depth analysis of the results of the questionnaire was performed. The results of the study were evaluated and various recommendations are made. An implementation plan is provided to aid in the implementation process. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2010.

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 (MPAcc.)--Unitec New Zealand, 2009. / Includes bibliographical references (leaves 33-35).

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

Xiao, Rui. / "August 2010." / Thesis (M.Phil.)--Chinese University of Hong Kong, 2010. / Includes bibliographical references (leaves 28-30). / Abstracts in English and Chinese. / Abstract --- p.i / 摘要 --- p.ii / ACKNOWLEDGMENTS --- p.iii / Chapter 1. --- Introduction --- p.1 / Chapter 2. --- Literature Review --- p.2 / Chapter 3. --- Research Hypothesis --- p.5 / Chapter 3.1 --- Institutional Background --- p.5 / Chapter 3.2 --- Hypothesis Development --- p.6 / Chapter 3.2.1 --- Firm Performance and Outside Succession --- p.6 / Chapter 3.2.2 --- Board Composition and Outside Succession --- p.6 / Chapter 3.2.3 --- Predecessor Characteristics and Outside Succession --- p.7 / Chapter 3.2.4 --- Successor Characteristics and Outside Succession --- p.7 / Chapter 3 2 --- 5 Performance Consequences and the Source of Successor --- p.9 / Chapter 4. --- Methodology --- p.9 / Chapter 4.1 --- Measurement --- p.9 / Chapter 4.2 --- Bivariate Probit with Sample Selection --- p.11 / Chapter 4.3 --- Event Study --- p.13 / Chapter 5. --- Data --- p.15 / Chapter 5.1 --- Sample Selection and Data Sources --- p.15 / Chapter 5.2 --- Descriptive Statistics --- p.16 / Chapter 6. --- Empirical Results --- p.17 / Chapter 6.1 --- The Determinants of Outside Succession --- p.17 / Chapter 6.1.1 --- Univariate Tests of Outside Succession and Firm Performance --- p.17 / Chapter 6.1.2 --- Univariate Tests of Outside Succession and Board Composition --- p.18 / Chapter 6.1.3 --- Univariate Tests of Outside Succession and Predecessor Characteristics --- p.18 / Chapter 6.1.4 --- Regression Results --- p.18 / Chapter 6.2 --- Outside Succession and Successor Characteristics --- p.21 / Chapter 6.2.1 --- Univariate Tests --- p.21 / Chapter 6.2.2 --- Regression Results --- p.21 / Chapter 6.3 --- Market Reaction and CEO Succession --- p.22 / Chapter 6.4 --- Post-turnover Performance and Outside Succession --- p.23 / Chapter 6.5 --- Robustness Tests --- p.26 / Chapter 7. --- Conclusion --- p.26 / Reference --- p.28 / Table 1. The Percentage of CEO Outside Succession during the Sample Period …… --- p.31 / Figure 1. CEO Turnover and Outside Succession in Each Year --- p.32 / Figure 2. Outside Succession Rate in the Turnover Sample --- p.32 / Table 2. Literature Summary of Outside Succession --- p.33 / Table 3. Descriptive Statistics of Variables --- p.34 / Table 4. Outside Succession Rates at Different Performance Levels --- p.36 / Table 5. Relation between Outside Succession Rates and Board Composition --- p.37 / Table 6. Relation between Outside Succession Rates and CEO Predecessor Characteristics --- p.38 / Table 7. Outside Successions Regression Results --- p.39 / Table 8. CEO Successor Characteristics --- p.41 / Table 9. Regression Results of the CEO Successor Characteristics --- p.42 / Table 10. Cumulative Abnormal Returns around the Announcement of CEO

Without adequate succession planning (SP) for executive directors, nonprofit organizations risk losing their mission and direction and their ability to sustain the quality of program and services and maintain superior leadership. The purpose of this study was to determine the degree to which SP was being developed and implemented in community action agencies (CAAs) in a southern state. This study also focused on the challenges that these organizations experienced from not implementing SP. This single case study design was based on the theoretical framework of organizational change, using Lewin's 3-stage model. Identified through purposive and snowball sampling, 17 participants from 5 CAAs in a southern state were interviewed using semi structured questions. Both primary interview data and secondary data were analyzed through constant comparison and the identification of themes and patterns, and verified through triangulation, member-checking, and pattern-matching. Secondary data consisted of succession plans, annual reports, bylaws, boards of directors' minutes, IRS 990s, and strategic plans. Findings revealed that 3 of the CAAs under study had a succession plan in place, while 2 did not. The challenges that these CAAs experienced from not implementing SP focused on 5 primary themes: organizational identity, sustainability, salaries, governance, and leadership development. The implications for social change include informing the southern state's CAA leaders, funders, and other stakeholders about the importance of developing written succession plans, integrating SP with leadership development and executive transitioning practices, and the long-term benefits of having these plans in place.

Succession planning is perhaps one of the hottest topics today as a result of ethical issues, compensation, development and implementation. Global organizations faced with fast-paced change can no longer afford long, lengthy internal development of an heir apparent. However, those organizations who seek faster, external executive hires have found it no panacea as organizational culture often trumps talent and industry experience. Recent research points to those who do internal succession well, with little disruption and ready change depend on their ability to execute plans (Charan & Colvin, 1999, 2001). A qualitative study was conducted with 30 participants of executive and mid-level managers from a large, Fortune 500 company to investigate the influence of organizational culture on the succession planning process. The results indicate that the founder has tremendous influence on organizational processes (i.e., succession planning) via the culture which he or she created early on. According to Schein (1992), succession planning processes serve as secondary embedding mechanisms to perpetuate existing cultural values; as a result they are difficult to change. The vast majority of research to date has utilized quantitative, positivistic methods in the study of succession planning resulting in a multiplicity of variables furthering functionalist pursuits of predictability and generalizability rather than furthering our understanding of the process itself, situated in its natural environment. This study contributes significantly to current research in that it reveals organizational values, purpose, roles, decision-making criteria, selection, development and promotion of potential heir-apparents and how these variables play out in the implementation of a succession plan. Furthermore, previous research suggests that the CEO has primary control over the succession planning process and its results. Although their role is indeed important, this study suggests that it is the trust, identification and commitment of an organization’s members (i.e., employees) and the cultural alignment of organizational processes which ensure that the execution of the succession plan results in a “successful” successor. Human Resource Development is therefore poised to make a bigger impact than ever before as a strategic partner to executive levels of organizations today. Exemplary development and implementation initiatives will need to be managed throughout the ranks.

The objective of this study is to investigate management succession in black–owned family businesses in South Africa. The study was conducted in two Provinces, namely Limpopo and the North–West. In the Limpopo province, the study was conducted in the Vhembe District. The Vhembe district is consists of four municipalities, i.e. Thulamela, Mutale, Musina and Makhado. In the North–West province, the study was conducted in the Bojanala District. The Bojanala district has three municipalities, namely Phokeng, Marikana and Tlhabane. Family businesses are one of the driving forces behind economic growth in the developed and developing countries. Their general lack of longevity is a cause for concern. Their lack of longevity has mostly been attributed to poor succession management processes which hinder the transfer of the family businesses from one generation to the next generation. It is because of this concern that the research was undertaken in order to provide possible suggestions that the family businesses can adopt and implement in order to ensure a successful transfer of the family business to the next generation family members. The research was conducted by means of a literature and empirical study. The purpose of the literature study was to attain in–dept knowledge of family businesses and management succession. The literature study formed the basis of understanding family businesses and the unique challenges facing such businesses. The literature review has focused on issues such as: the definition of a family business, unique characteristics of family businesses, the advantages and disadvantages of family businesses, challenges to the continuity of family businesses, the definition of succession and succession planning, the importance of management succession, the nature of the succession process, the selection of a successor, mentoring and preparing a successor as well as the complete transfer of management to the successor. The empirical study indicated that successful management succession in family businesses is hindered by a lack of or poor management succession planning, estate and retirement planning, the selection of the successor, the prevention and management of conflict as well as the establishment of family forums which enable effective communication within the family business. Therefore, an investigation of management succession in black–owned family businesses was undertaken due to their lack of longevity as presented in findings from the empirical study. Practical recommendations were suggested to support the family and the business to effectively manage the management succession process in the family businesses. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

The objective of this study is to investigate management succession in black–owned family businesses in South Africa. The study was conducted in two Provinces, namely Limpopo and the North–West. In the Limpopo province, the study was conducted in the Vhembe District. The Vhembe district is consists of four municipalities, i.e. Thulamela, Mutale, Musina and Makhado. In the North–West province, the study was conducted in the Bojanala District. The Bojanala district has three municipalities, namely Phokeng, Marikana and Tlhabane. Family businesses are one of the driving forces behind economic growth in the developed and developing countries. Their general lack of longevity is a cause for concern. Their lack of longevity has mostly been attributed to poor succession management processes which hinder the transfer of the family businesses from one generation to the next generation. It is because of this concern that the research was undertaken in order to provide possible suggestions that the family businesses can adopt and implement in order to ensure a successful transfer of the family business to the next generation family members. The research was conducted by means of a literature and empirical study. The purpose of the literature study was to attain in–dept knowledge of family businesses and management succession. The literature study formed the basis of understanding family businesses and the unique challenges facing such businesses. The literature review has focused on issues such as: the definition of a family business, unique characteristics of family businesses, the advantages and disadvantages of family businesses, challenges to the continuity of family businesses, the definition of succession and succession planning, the importance of management succession, the nature of the succession process, the selection of a successor, mentoring and preparing a successor as well as the complete transfer of management to the successor. The empirical study indicated that successful management succession in family businesses is hindered by a lack of or poor management succession planning, estate and retirement planning, the selection of the successor, the prevention and management of conflict as well as the establishment of family forums which enable effective communication within the family business. Therefore, an investigation of management succession in black–owned family businesses was undertaken due to their lack of longevity as presented in findings from the empirical study. Practical recommendations were suggested to support the family and the business to effectively manage the management succession process in the family businesses. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.