Getting a Grip on Governance

Tyler, James; Biggs, Errol L.

doi:10.1097/01974520-200501000-00006

Cited by 3 publications

(1 citation statement)

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“…According to many of the authors, CEOs would frequently delay succession processes in the interest of maintaining their current posts; establishing clear transition contracts was viewed as very helpful, perhaps even essential, for making these transitions happen as planned. Once the transition takes place, post-succession assessments (e.g., 360 assessments) were recommended in order to catch and address problems early on (e.g., National Association of Corporate Directors, 2000; Tyler & Biggs, 2001).…”

Section: Resultsmentioning

confidence: 99%

Succession planning.

Garman¹,

Glawe²

2004

Consulting Psychology Journal: Practice and Research

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In the interest of supporting evidence-based practice, a review was conducted of recent research and practice articles on succession planning. The review, which emphasized peer-reviewed work and focused primarily on articles published during the past 5 years, found numerous points of convergence regarding how succession planning should be practiced but a dearth of outcome data regarding succession planning processes and inconsistency across the few outcome studies available. Implications for practice are discussed, and a research agenda for succession planning practice is proposed.Succession planning has been used to describe a wide variety of activities involving the planning for key transitions in leadership within organizations. The practice has been around since at least the beginning of recorded history in one form or another; its strongest (or, at least, its best documented) roots are in situations where power transitions routinely took place within family networksfor example, royal families and family-owned business empires. In more recent years, succession planning has been practiced more routinely and systematically in a large number of larger organizations (Rioux & Bernthal, 1999) and at levels far below the senior leadership.As in any organizational situation in which jobs or promotions are at stake, succession planning often becomes a highly politicized process, and the use of outside consultants is often sought. Beyond the value of having an objective third party involved, consultants can provide a systematic approach to succession planning, which will hopefully make the process more efficient and effective for the client organizations.We say "hopefully" in the sentence above because a solid business case for Editor's Note. In the interest of supporting an evidence-based practice, Consulting Psychology Journal is starting a new section that will focus on providing practitioner-oriented research reviews on topics of interest to our readership. Associate editor Andrew N. Garman will be providing editorial oversight for this new section. The goal of this section is to provide readers with a practical overview of research that has been recently conducted on a focal topic, concluding with guidelines and/or recommendations concerning how this information can and should inform best practices. The first overview focuses on succession planning. Future columns will target other areas of interest to consulting psychologists, including individual assessment, multisource feedback, and team building, always with a focus on using research to inform "in-the-trenches" practice. Topic ideas can be suggested to the editors using the contact information provided in the inside front cover of the Journal, and manuscripts can be submitted for consideration through these regular channels.-RCD

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Section: Resultsmentioning

confidence: 99%