O tema da sucessão é relevante porque a sobrevivência das empresas depende de dispor de pessoas em todos os níveis organizacionais preparadas para assumir posições críticas abertas pelo crescimento do negócio ou saída de seus atuais ocupantes. Nota-se tendência de as organizações buscarem o desenvolvimento dos talentos internos como parte de seu sistema de gestão sucessória. Entretanto, essa estratégia requer que a organização disponha de mecanismos que permitam identificar quando/quanto os indivíduos estão prontos para assumir posições de maior complexidade. Falha nessa identificação implica na perda dos investimentos no desenvolvimento das pessoas e nas consequências indesejáveis inerentes ao fracasso de líderes. O presente estudo teve como objetivo aprofundar a compreensão sobre como as organizações brasileiras identificam, no contexto do processo sucessório, pessoas aptas a assumir atribuições e responsabilidades de maior complexidade. Para tanto, optou-se pelo método do estudo de caso único. Com base no referencial teórico, desenvolveram-se cinco proposições que serviram para orientar a busca e análise dos dados. A primeira afirmava que organizações com práticas diferenciadas de gestão de pessoas têm um sistema de gestão sucessória que inclui a avaliação sistemática do desempenho e do potencial das pessoas. A segunda propunha que as organizações diferenciam as posições conforme o nível de complexidade das atribuições e responsabilidades. Ambas foram confirmadas pelos resultados do caso. A terceira era que as organizações determinam os requisitos das posições conforme o nível de complexidade das atribuições e responsabilidades, o papel de gestão e liderança e a orientação estratégica do negócio. Esta proposição foi parcialmente confirmada. Verificou-se que apenas requisitos de natureza técnica são diferenciados por nível de complexidade e que a determinação dos requisitos considera o papel de gestão e a orientação estratégica da organização. A quarta afirmava que as organizações adotam os requisitos da posição atual como critério para avaliar desempenho na dimensão de desenvolvimento e da posição de maior complexidade, para avaliar potencial, o que não foi confirmado. A quinta e última afirmava que as organizações utilizam o resultado das avaliações de desempenho nas dimensões de objetivos e metas, comportamentos e desenvolvimento, assim como da avaliação de potencial para identificar aquelas aptas a assumir posições de liderança de maior complexidade. Esta proposição foi confirmada. Não foi identificado um processo linear ou objetivo para a identificação de pessoas aptas a assumir posições de liderança de maior complexidade. Observou-se um processo fluido, flexível e subjetivo que considera um conjunto de informações geradas pelos processos de gestão de pessoas e de negócios. As avaliações de desempenho e de potencial fornecem informações que permitem identificar indivíduos com potencial de crescimento e desempenho acima do esperado para a posição que ocupam. Observou-se que estas são pré-condições para assumir atribuições e responsabilidades de maior complexidade. Além dos processos de avaliação de pessoas presentes na proposição, a organização estudada revelou outros processos que também são considerados na identificação de pessoas aptas a assumir posições de liderança de maior complexidade, como gestão de competências, mentoração e assessment, além de alguns processos de gestão de negócios como reuniões gerenciais e operacionais. / The theme of succession is relevant because companies\' survival depends on disposing of people at all organizational levels ready to take on the critical positions generated by business growth or departure of the incumbent. There is a trend whereby organizations are seeking to develop internal talent as part of their succession management system. However, this strategy requires mechanisms that allow the organization to identify when/whether individuals are ready to take on more complex assignments and responsibilities. Failure to do so implies losses in the investments made in development as well as the undesirable consequences of leader failure. The present study aims at enhancing the understanding of how Brazilian companies identify, in the context of the succession process, people ready to take on more complex assignments and responsibilities. In order to achieve this goal, the case study method was chosen. Based on theory review, five propositions were developed. These propositions served to guide data collection and analysis. The first stated that organizations with differentiated human resources management practices have a succession management system that includes the systematic appraisal of employee performance and potential. The second proposed that organizations differentiate work positions according to the level of complexity of the assignments and responsibilities. Both propositions were confirmed by case results. The third stated that organizations determine position requirements according to the complexity of the assignments and responsibilities, the management and leadership role, and the business strategic orientation. This proposition was partially confirmed. It was verified that only technical requirements are differentiated according to the complexity of the assignments and responsibilities and that the determination of the requirements considered the management role and the business strategic orientation. The fourth stated that organizations adopt current position requirements as criteria for performance appraisal in the dimension of development and the requirements of the next, more complex position, for potential appraisal. This statement was not confirmed. The fifth stated that organizations utilize the results of the performance appraisals in the dimensions of objectives and goals, behaviors and development, as well as those of the potential appraisal, to identify people that are ready to take on more complex leadership positions. This proposition was confirmed. The identification process that this study revealed was neither linear nor objective, but rather, fluid, flexible and subjective, considering a set of data generated in the various business and people management processes. The performance and potential appraisal processes supply information that support the identification of individuals that show superior performance in the current position and potential to grow to more complex positions. It was observed that these are pre-requisite conditions to take on more complex assignments and responsibilities. In addition to the appraisal processes stated in the propositions, the case studied revealed other processes that are also important in the referred identification such as competency management, mentoring and assessment, as well as business management processes such as management and operational meetings.

This qualitative research explored the perceptions of presidential leadership in Seventh-day Adventist (SDA) higher education in North America. The perceptions included the identification of leadership competencies and leadership styles that promote the mission of the SDA church in higher education. This research also identified the personal and professional experiences of SDA college and university presidents that contributed to their successful accession to the presidency. The presidents came from the twelve non-medical SDA colleges and universities in the continental United States and Canada. The three themes that emerged relevant to the perceptions of presidential leadership were (1) succession planning, (2) increased professionalization of the presidency, and (3) increased presidential tenure. One theme emerged relevant to the personal experiences that contributed to the successful accession to the presidency and was classified as significant impact of spousal and familial support on career trajectory. One theme also emerged relevant to the professional experiences that contributed to the successful accession to the presidency and was classified as progressively more challenging job experiences. Implications for practice suggest that SDA institutions, their associated governing boards, and church policymakers create and execute strategies to address the lack of qualified presidential aspirants in the pipeline. Recent graduates of doctoral education should express their eventual interest in the presidency and seek out varied leadership experiences early on in their careers. Church officials should consider formal implementation of a leadership track and consider succession planning within the SDA system.

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.

<p>Background: The development of the Swedish demography is one of the most important social and economic changes ever in Swedish history. Society as well as business is facing an age chock since almost every other company owner is over 50 years old. The complexity of managing a successful succession is pointed out as a major threat to the Swedish economy by the organization Svenskt Näringsliv.</p><p>Purpose: The purpose with this master thesis is to identify and analyze critical success factors for a successful succession from a going concern perspective.</p><p>Research method: By using the strong aspects from the quantitative as well as the qualitative method, high level of order and systematic could be reached, without loosing too much details and depth in this particular research. The empirical data was gathered by a digital survey sent to 3000 companies. The quantitative research was complemented by 6 qualitative interviews to increase depth and reliability.</p><p>Results: The study shows that there is a great incongruence between the expected problems associated to the succession and the actual outcome. Furthermore, there are great differences between the problems prioritized by the companies compared to the ones that their advisers and consultants recommend should be prioritized. The analyses and results lead to a new model for successful succession, The 4-Ps of Successful Succession.</p>

Background: The development of the Swedish demography is one of the most important social and economic changes ever in Swedish history. Society as well as business is facing an age chock since almost every other company owner is over 50 years old. The complexity of managing a successful succession is pointed out as a major threat to the Swedish economy by the organization Svenskt Näringsliv. Purpose: The purpose with this master thesis is to identify and analyze critical success factors for a successful succession from a going concern perspective. Research method: By using the strong aspects from the quantitative as well as the qualitative method, high level of order and systematic could be reached, without loosing too much details and depth in this particular research. The empirical data was gathered by a digital survey sent to 3000 companies. The quantitative research was complemented by 6 qualitative interviews to increase depth and reliability. Results: The study shows that there is a great incongruence between the expected problems associated to the succession and the actual outcome. Furthermore, there are great differences between the problems prioritized by the companies compared to the ones that their advisers and consultants recommend should be prioritized. The analyses and results lead to a new model for successful succession, The 4-Ps of Successful Succession.

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.

This paper examines family owned tourism businesses with a special focus on succession. In Nordic countries tourism has been widely promoted and used in rural development as a replacement economy for ‘traditional’ livelihoods based on rural production. Because the tourism and hospitality industry, especially in rural areas, is dominated by family enterprises, the topic of succession is of great relevance for tourism and tourism destinations. This paper looks at family businesses’ special characteristics, challenges and advantages in terms of ownership structure, lifestyle, motivations, employees and destination impact. This paper concludes that, while family-owned Small and Medium-sized enterprises make up the backbone of the tourism industry, especially in rural destinations, there exists insufficient research on their significance within tourism. A small percentage of family owned tourism businesses are successfully handed over to succeeding generations. Those that do are exceptional and more sustainable both in financial and marketing terms and therefore extremely advantageous for destinations. On the other hand, family businesses that fail to be passed on to following generations can have a devastating effect on tourism and destinations in general. / Den här uppsatsen behandlar familjeägda turistföretags betydelse för varaktigheten i landsbygdsdestinationer med fokus på succession. I våra nordiska länder har turism på senare år använts som landsbygdsutveckling och i viss mån som ersättning för de mer traditionella näringarna som jordbruk och fiske. Eftersom turism och besöksindustrin, speciellt i de perifera områdena, domineras av familjeföretag är succession inom dessa av stor betydelse för turism och turistdestinationer. Uppsatsen tar i övrigt upp familjeföretagens kännetecken, utmaningar och fördelar beträffande ägarstrukturer, livsstil, motivation, medarbetare och destinationspåverkan. Familjeföretag utgör ryggraden för turismindustrin i allmänhet och landsbygdsdestinationer i synnerhet men trots det saknas forskning om den här typen av företags betydelse för turism. Endast en liten andel av familjeägda turistföretag genomgår ett generationsskifte. Det gör att de som klarar en succession är unika och mer varaktiga både ur finansiell och ur marknadsmässig synpunkt vilket är mycket fördelaktigt för destinationen. Å andra sidan kan de företag som inte lyckas med en succession vara förödande för hela samhället där de verkar.

Thesis (Ph. D.)--University of Washington, 2000. / Vita. Includes bibliographical references (leaves 107-124).

No description available.

Analysing the financial fate of the surviving spouse in French and Ontario law reveals him or her to be both a partner and an heir. The patrimonial union between the spouses is indeed a partnership which is terminated by the death of one spouse. Moreover, marriage introduces each spouse into his or her partner's family for the purposes of succession. The dual character of status of the surviving spouse is the basis of the argument, advanced in this thesis, that this duality represents an important commonality between the French and Ontario legal systems, notwithstanding the disparities between the two. One of these disparities is the surviving spouse's obligation, in Ontario, to choose between his or her matrimonial and inheritance rights, except when the deceased has expressly provided that he or she would not have to make this choice. Thus, while French law permits the surviving spouse to deduct the amount of his or her inheritance portion from the deceased's assets, even once the financial benefits of the marital partnership have been apportioned, Ontario law seems to be unable to distinguish between the partition of the marital partnership and the deceased's succession. After examining, in particular, the surviving spouse's rights pursuant to mandatory and suppletive rules of law, from the twin perspectives of spouse and heir, the thesis explores some examples of the tools used by spouses for estate planning. In particular, marriage contracts and life-insurance can dramatically affect, for better or worse, the fate of the surviving spouse.