Succession Planning: The Caribbean Approach

Nicholson, Lawrence A.; Lashley, Jonathan G.

doi:10.1057/978-1-349-94879-6_3

Cited by 1 publication

(1 citation statement)

References 26 publications

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“…Varying succession laws were found to be an important cause of these differences (Harrison, 2012;Mulder, 2012;Richman, 2012). Cultural practices could also explained country differences in SP practice (Nicholson, Lashley, 2016;Menezes et al, 2019); for example Arab-owned family businesses were found to practice more formal SP practices than their US counterparts (Sonfield et al, 2015). Another example was the fact that some cultures tend to favour males over females as potential successors (Ramadani et al, 2017;Urban, Nonkwelo, 2020).…”

Section: Theme 1: Assessing the Level Of Sp In Different Contextsmentioning

confidence: 99%

Succession Planning as a Critical Management Imperative: a Systematic Review

Obianuju¹,

Ibrahim²,

Zubairu³

2021

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This paper conducted a systematic review of succession planning (SP) articles published over the last decade. The Systematic Quantitative Assessment Technique was used to identify 174 SP articles. The review covered five key issues: 1) Time distribution, 2) Geographic distribution, 3) Article type, 4) Data collection methods, and 5) Themes explored. The findings revealed that interest in SP fluctuated over the last decade, and that South America and Oceania were the least represented by SP scholarship. The spread between conceptual and empirical SP articles were skewed towards the former, and survey was the most popular data collection method. Five themes were identified, with the most striking finding being that that if the ‘going concern’ principle of organizations is to be achieved, management must make deliberate efforts to formalize the SP process with the clear understanding that it is a continuous, transparent and participatory process, and thus a crucial management imperative.

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