Research Article
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“Next in Line”: A Framework for Ensuring Effective Executive Succession in Namibian Commercial Public Enterprises

Year 2024, Volume: 38 Issue: 1, 56 - 67, 26.01.2024

Abstract

This study was conducted to gain first-hand insight into the attitudes, beliefs, values, and experiences of the targeted managers regarding executive leadership succession planning and its implementation in Namibia’s commercial public enterprises. The primary data collection for this study was qualita- tive and quantitative. The total population of the study was 63 participants, derived from 22 com- mercial public enterprises. The study developed a succession management framework for Namibian organizations called the Muadinohamba succession development progression framework, a tool for planning leadership succession in Namibian companies. The framework’s elements include mak- ing succession planning a key performance metric, setting a mandated retirement age, educating managers on succession practices, and providing a structured succession process. This study sug- gests that, in addition to researching leadership, companies within a specific cultural context should research leadership succession plans and implementation processes due to existential differences.

References

  • Ahrens, J.-P., Calabrò, A., Huybrechts, J., & Woywode, M. (2019). The enigma of the family successor–firm performance relationship: A methodo- logical reflection and reconciliation attempt. Entrepreneurship The- ory and Practice, 43(3), 437–474. [CrossRef]
  • Andrus, J. L., Withers, M. C., Courtright, S. H., & Boivie, S. (2019). Go your own way: Exploring the causes of top executive turnover. Strategic Management Journal, 40(7), 1151–1168. [CrossRef]
  • Bashiri, M. (2018). Implementing comprehensive succession planning: An improvement study. University of Southern California.
  • Beckett, C. A. (2015). A phenomenological inquiry examining the lived expe- riences of African-American male senior executive service members in the United States Federal Government. University of Baltimore.
  • Bhattacharyya, D. K. (2009). Human resource planning. Excel Books India.
  • Bigley, G. A., & Wiersema, M. F. (2002). New CEOs and corporate strategic refocusing: How experience as heir apparent influences the use of power. Administrative Science Quarterly, 47(4), 707–727. [CrossRef]
  • Blaney, B. (2017). The essentials of effective succession planning - Design- Intelligence. https://www.di.net/articles/essentials-effective-succes sion-planning/
  • Brans, M., Pattyn, V., & Bouckaert, G. (2016). Taking care of policy in times of crisis: Comparative lessons from Belgium’s longest caretaker gov- ernment. Journal of Comparative Policy Analysis: Research and Prac- tice, 18(5), 448–463. [CrossRef]
  • Bryant, S. E. (2003). The role of transformational and transactional leader- ship in creating, sharing and exploiting organizational knowledge. Journal of Leadership and Organizational Studies, 9(4), 32–44. [CrossRef]
  • Byham, W. C. (2002). A new look at succession management. Ivey Busi- ness Journal, 66(5), 10–12.
  • CFI. (2015). Succession planning - Importance of a good leadership transi- tion. https://corporatefinanceinstitute.com/resources/knowledge/st rategy/succession-planning/
  • Charan, R., Drotter, S., & Noel, J. (2010). The leadership pipeline: How to build the leadership powered company, 391. John Wiley & Sons.
  • Christensen Hughes, J. C., & Rog, E. (2008). Talent management: A strat- egy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contempo- rary Hospitality Management, 20(7), 743–757. [CrossRef]
  • Clutterbuck, D. (2012). The talent wave: Why succession planning fails and what to do about it. Kogan Page Publishers.
  • Conger, J. A. (1999). Charismatic and transformational leadership in organizations. Leadership Quarterly, 10(2), 145–179. [CrossRef]
  • Conger, J. A., & Fulmer, R. M. (2003). Developing your leadership pipeline. Harvard Business Review, 81(12), 76–84.
  • Crumpacker, M., & Crumpacker, J. M. (2007). Succession planning and generational stereotypes: Should HR consider age-based values and attitudes a relevant factor or a passing fad? Public Personnel Man- agement, 36(4), 349–369. [CrossRef]
  • Dai, G., Yii Tang, K. Y., & De Meuse, K. P. (2011). Leadership competencies across organizational levels: A test of the pipeline model. Journal of Management Development, 30(4), 366–380. [CrossRef]
  • Darvish, H., & Temelie, Z. N. (2014). A study on the relationship between succession planning and strategic planning. Case study: Payame Noor University of Aleshtar. Economic Insights-Trends and Chal- lenges, 66(1), 11–24.
  • Fanelli, A., & Misangyi, V. F. (2006). Bringing out charisma: CEO charisma and external stakeholders. Academy of Management Review, 31(4), 1049–1061. [CrossRef]
  • Fink, D., & Brayman, C. (2006). School leadership succession and the chal- lenges of change. Educational Administration Quarterly, 42(1), 62–89. [CrossRef]
  • Fulmer, R. M., & Conger, J. A. (2004). Growing your company’s leaders: How great organizations use succession management to sustain com- petitive advantage. AMACOM Book Company/American Manage- ment Association.
  • Fusarelli, B. C., Fusarelli, L. D., & Riddick, F. (2018). Planning for the future: Leadership development and succession planning in education. Journal of Research on Leadership Education, 13(3), 286–313. [CrossRef]
  • Griffith, M. B. (2012). Effective succession planning in nursing: A review of the literature. Journal of Nursing Management, 20(7), 900–911. [CrossRef]
  • Groves, K. S. (2014). Examining leader–follower congruence of social responsibility values in transformational leadership. Journal of Lead- ership and Organizational Studies, 21(3), 227–243. [CrossRef]
  • Groves, K. S., & LaRocca, M. A. (2011). An empirical study of leader ethical values, transformational and transactional leadership, and follower attitudes toward corporate social responsibility. Journal of Business Ethics, 103(4), 511–528. [CrossRef]
  • Gummesson, E. (2000). Qualitative methods in management research. Sage.
  • Hakweenda, H. M. N. (2019). The presence of talent management practice among the few Selected State-Owned Enterprises in Namibia. Texila International Journal of Management, 161–173. [CrossRef]
  • Hargis, M. B., Watt, J. D., & Piotrowski, C. (2011). Developing leaders: Exam- ining the role of transactional and transformational leadership across business contexts. Organization Development Journal, 29(3), 51.
  • Hunte-Cox, D. E. (2004). Executive succession planning and the organisa- tional learning capacity. The George Washington University.
  • Hutzschenreuter, T., Kleindienst, I., & Greger, C. (2012). How new leaders affect strategic change following a succession event: A critical review of the literature. Leadership Quarterly, 23(5), 729–755. [CrossRef]
  • Johnson, R. D., Pepper, D., Adkins, J., & Emejom, A. A. (2018). Succession planning for large and small organizations: A practical review of profes- sional business corporations. Succession Planning, 23–40. [CrossRef]
  • Kaplan, R. S., & Norton, D. P. (2008). The execution premium: Linking strat- egy to operations for competitive advantage. Harvard Business Press.
  • Karaevli, A., & Zajac, E. J. (2013). When do outsider CEOs generate strate- gic change? The enabling role of corporate stability. Journal of Man- agement Studies, 50(7), 1267–1294. [CrossRef]
  • Kesler, G. C. (2002). Why the leadership bench never gets deeper: Ten insights about executive talent development. Human Resource Planning, 25(1), 32–45.
  • Khumalo, F., & Harris, M. (2008). Top level management succession plan strategies. Journal of International Business Strategy, 8(3), 170–178.
  • Kotter, J. P. (2001). What leaders really do. Harvard Business Review, 79(11), 288–313.
  • Kotter, J. P. (2012). Leading change. Harvard Business Press.
  • Landell, A. W. (2013). Relationship between the full range leadership model and information technology tools usage. Capella University.
  • Leskiw, S., & Singh, P. (2007). Leadership development: Learning from best practices. Leadership and Organization Development Journal, 28(5), 444–464. [CrossRef]
  • Luna, G. (2012). Planning for an American higher education leadership crisis: The succession issue for administrators. International Leader- ship Journal, 4(1), 56–79. https://doi.org/1.3564./sfk.12.2012.04
  • Madhushani, D. A. C. (2020). Social media sentiment analysis based on affective-behavioural-coginitive model of attitudes. http://dl.lib.u om.lk/handle/123/16481
  • Magda, L. H., Leon, J. van R., & Wilfred, I. U. (2012). A measuring instrument to predict family succession commitment to family business. African Journal of Business Management, 6(49), 11865–11879. [CrossRef]
  • Moreno, J. V., & Girard, A. S. (2019). Capitalizing on an existing shared gov- ernance structure in developing leadership succession planning. Journal of Nursing Administration, 49(4), 193–200. [CrossRef]
  • Neefe, D. O. (2009). Succession planning in a two-year technical college system. University of Minnesota.
  • Pennell, K. (2010). The role of flexible job descriptions in succession man- agement. Library Management, 31(4/5), 279–290. [CrossRef]
  • Pissaris, S., Weinstein, M., & Stephan, J. (2010). The influence of cognitive simplification processes on the CEO succession decision. Journal of Management and Research, 10(2), 71–86.
  • Plan, N. H. R. (2012). National human resources plan, 2010–2025. Office of the President, National Planning Commission.
  • Rampin, R., Steeves, V., & DeMott, S. (2019). Taguette (Version 0.8). In Zenodo doi (0.8; Vol. 10).
  • Ritchie, J., & Spencer, L. (1994). Qualitative data analysis for applied policy research. In A. Bryman & R. G. Burgess (Eds.), Analyzing Qualitative Data (pp. 173–194). Routledge.
  • Rodarte, D. (2017). Succession planning strategies in the Air National Guard to retain skilled workers. Walden University.
  • Rothwell, W. (2010). Effective succession planning: Ensuring leadership continuity and building talent from within. Amacom Book Company.
  • Rothwell, W. J. (2003). Putting success into your succession planning. IEEE Engineering Management Review, 31(2), 11–15. [CrossRef]
  • Rothwell, W. J. (2005). Effective succession planning: Creating organiza- tional excellence by identifying developing your best people [Unpub- lished manuscript]. Dubios, PA.
  • Rothwell, W. J. (2011). Replacement planning: A starting point for succes- sion planning and talent management. International Journal of Train- ing and Development, 15(1), 87–99. [CrossRef]
  • Sharma, A., & Agarwal, N. (2016). Succession planning in MSMEs: Emer- gence, importance & process. Journal of Business and Management, 18(6), 1–9.
  • Slatter, S. (2011). Leading corporate turnaround: How leaders fix troubled companies. John Wiley & Sons.
  • Swanepoel, B. J., Erasmus, B. J., Van Wyk, M. W., & Schenk, I. I. (2008). Blanche, mand Durrheim, K. Research in practice. Applied methods for the social sciences. Cape Town: University of Cape Town Press, 123–146.
  • Tesch, F. E. (1977). Debriefing research participants: Though this be method there is madness to it. Journal of Personality and Social Psy- chology, 35(4), 217–224. [CrossRef]
  • Weisblat, I. A. (2018). Literature review of succession planning strategies and tactics. Succession planning: Promoting organizational sustain- ability, 11–22.
  • Wilkerson, B. (2002). Effective succession planning: The public sector imperative. Watson Wyatt Worldwide.
  • Wilson, V. (2018). Succession planning models, conceptual maps: Ethical considerations and best practices. In Succession planning (pp. 199–211). Springer.
  • What is succession planning and why is it important? (n.d.). https://ww w.yourerc.com/blog/post/what-is-succession-planning-and-why- is-it-important
  • Zaich, L. L. (1986). Executive succession planning in select financial insti- tutions. Pepperdine University, Dissertations (EdD).
  • Zepeda, S. J. (2012). Professional development: What works. Eye on education.

“Sıradaki”: Namibya Ticari Kamu İşletmelerinde Etkili Yönetici Yedeklemesi Bir Çerçeve

Year 2024, Volume: 38 Issue: 1, 56 - 67, 26.01.2024

Abstract

Bu çalışma, Namibya’nın ticari kamu işletmelerinde üst düzey yönetici yedekleme planlaması ve bunun uygulanmasına ilişkin olarak hedeflenen yöneticilerin tutumları, inançları, değerleri ve deneyimleri hakkında ilk elden bilgi edinmek amacıyla gerçekleştirilmiştir. Bu çalışma için birincil veri toplama yöntemi nitel ve niceldir. Çalışmanın toplam evreni 22 ticari kamu kuruluşundan 63 katılımcıdır. Çalışma, Namibyalı kuruluşlar için Muadinohamba yedekleme gelişimi ilerleme çerçevesi adı verilen ve Namibyalı şirketlerde yönetici yedekleme planlanmasına yönelik bir araç olan bir yedekleme yönetimi çerçevesi geliştirmiştir. Çerçevenin unsurları arasında yedekleme planlamasının kilit bir performans ölçütü haline getirilmesi, zorunlu bir emeklilik yaşının belirlenmesi, yöneticilerin yedekleme uygulamaları konusunda eğitilmesi ve yapılandırılmış bir yedekleme süre- cinin sağlanması yer almaktadır. Bu çalışma, liderlik araştırmalarına ek olarak, belirli bir kültürel bağlamdaki şirketlerin varoluşsal farklılıklar nedeniyle liderlik yedekleme planlarını ve uygulama süreçlerini araştırmaları gerektiğini öne sürmektedir.

References

  • Ahrens, J.-P., Calabrò, A., Huybrechts, J., & Woywode, M. (2019). The enigma of the family successor–firm performance relationship: A methodo- logical reflection and reconciliation attempt. Entrepreneurship The- ory and Practice, 43(3), 437–474. [CrossRef]
  • Andrus, J. L., Withers, M. C., Courtright, S. H., & Boivie, S. (2019). Go your own way: Exploring the causes of top executive turnover. Strategic Management Journal, 40(7), 1151–1168. [CrossRef]
  • Bashiri, M. (2018). Implementing comprehensive succession planning: An improvement study. University of Southern California.
  • Beckett, C. A. (2015). A phenomenological inquiry examining the lived expe- riences of African-American male senior executive service members in the United States Federal Government. University of Baltimore.
  • Bhattacharyya, D. K. (2009). Human resource planning. Excel Books India.
  • Bigley, G. A., & Wiersema, M. F. (2002). New CEOs and corporate strategic refocusing: How experience as heir apparent influences the use of power. Administrative Science Quarterly, 47(4), 707–727. [CrossRef]
  • Blaney, B. (2017). The essentials of effective succession planning - Design- Intelligence. https://www.di.net/articles/essentials-effective-succes sion-planning/
  • Brans, M., Pattyn, V., & Bouckaert, G. (2016). Taking care of policy in times of crisis: Comparative lessons from Belgium’s longest caretaker gov- ernment. Journal of Comparative Policy Analysis: Research and Prac- tice, 18(5), 448–463. [CrossRef]
  • Bryant, S. E. (2003). The role of transformational and transactional leader- ship in creating, sharing and exploiting organizational knowledge. Journal of Leadership and Organizational Studies, 9(4), 32–44. [CrossRef]
  • Byham, W. C. (2002). A new look at succession management. Ivey Busi- ness Journal, 66(5), 10–12.
  • CFI. (2015). Succession planning - Importance of a good leadership transi- tion. https://corporatefinanceinstitute.com/resources/knowledge/st rategy/succession-planning/
  • Charan, R., Drotter, S., & Noel, J. (2010). The leadership pipeline: How to build the leadership powered company, 391. John Wiley & Sons.
  • Christensen Hughes, J. C., & Rog, E. (2008). Talent management: A strat- egy for improving employee recruitment, retention and engagement within hospitality organizations. International Journal of Contempo- rary Hospitality Management, 20(7), 743–757. [CrossRef]
  • Clutterbuck, D. (2012). The talent wave: Why succession planning fails and what to do about it. Kogan Page Publishers.
  • Conger, J. A. (1999). Charismatic and transformational leadership in organizations. Leadership Quarterly, 10(2), 145–179. [CrossRef]
  • Conger, J. A., & Fulmer, R. M. (2003). Developing your leadership pipeline. Harvard Business Review, 81(12), 76–84.
  • Crumpacker, M., & Crumpacker, J. M. (2007). Succession planning and generational stereotypes: Should HR consider age-based values and attitudes a relevant factor or a passing fad? Public Personnel Man- agement, 36(4), 349–369. [CrossRef]
  • Dai, G., Yii Tang, K. Y., & De Meuse, K. P. (2011). Leadership competencies across organizational levels: A test of the pipeline model. Journal of Management Development, 30(4), 366–380. [CrossRef]
  • Darvish, H., & Temelie, Z. N. (2014). A study on the relationship between succession planning and strategic planning. Case study: Payame Noor University of Aleshtar. Economic Insights-Trends and Chal- lenges, 66(1), 11–24.
  • Fanelli, A., & Misangyi, V. F. (2006). Bringing out charisma: CEO charisma and external stakeholders. Academy of Management Review, 31(4), 1049–1061. [CrossRef]
  • Fink, D., & Brayman, C. (2006). School leadership succession and the chal- lenges of change. Educational Administration Quarterly, 42(1), 62–89. [CrossRef]
  • Fulmer, R. M., & Conger, J. A. (2004). Growing your company’s leaders: How great organizations use succession management to sustain com- petitive advantage. AMACOM Book Company/American Manage- ment Association.
  • Fusarelli, B. C., Fusarelli, L. D., & Riddick, F. (2018). Planning for the future: Leadership development and succession planning in education. Journal of Research on Leadership Education, 13(3), 286–313. [CrossRef]
  • Griffith, M. B. (2012). Effective succession planning in nursing: A review of the literature. Journal of Nursing Management, 20(7), 900–911. [CrossRef]
  • Groves, K. S. (2014). Examining leader–follower congruence of social responsibility values in transformational leadership. Journal of Lead- ership and Organizational Studies, 21(3), 227–243. [CrossRef]
  • Groves, K. S., & LaRocca, M. A. (2011). An empirical study of leader ethical values, transformational and transactional leadership, and follower attitudes toward corporate social responsibility. Journal of Business Ethics, 103(4), 511–528. [CrossRef]
  • Gummesson, E. (2000). Qualitative methods in management research. Sage.
  • Hakweenda, H. M. N. (2019). The presence of talent management practice among the few Selected State-Owned Enterprises in Namibia. Texila International Journal of Management, 161–173. [CrossRef]
  • Hargis, M. B., Watt, J. D., & Piotrowski, C. (2011). Developing leaders: Exam- ining the role of transactional and transformational leadership across business contexts. Organization Development Journal, 29(3), 51.
  • Hunte-Cox, D. E. (2004). Executive succession planning and the organisa- tional learning capacity. The George Washington University.
  • Hutzschenreuter, T., Kleindienst, I., & Greger, C. (2012). How new leaders affect strategic change following a succession event: A critical review of the literature. Leadership Quarterly, 23(5), 729–755. [CrossRef]
  • Johnson, R. D., Pepper, D., Adkins, J., & Emejom, A. A. (2018). Succession planning for large and small organizations: A practical review of profes- sional business corporations. Succession Planning, 23–40. [CrossRef]
  • Kaplan, R. S., & Norton, D. P. (2008). The execution premium: Linking strat- egy to operations for competitive advantage. Harvard Business Press.
  • Karaevli, A., & Zajac, E. J. (2013). When do outsider CEOs generate strate- gic change? The enabling role of corporate stability. Journal of Man- agement Studies, 50(7), 1267–1294. [CrossRef]
  • Kesler, G. C. (2002). Why the leadership bench never gets deeper: Ten insights about executive talent development. Human Resource Planning, 25(1), 32–45.
  • Khumalo, F., & Harris, M. (2008). Top level management succession plan strategies. Journal of International Business Strategy, 8(3), 170–178.
  • Kotter, J. P. (2001). What leaders really do. Harvard Business Review, 79(11), 288–313.
  • Kotter, J. P. (2012). Leading change. Harvard Business Press.
  • Landell, A. W. (2013). Relationship between the full range leadership model and information technology tools usage. Capella University.
  • Leskiw, S., & Singh, P. (2007). Leadership development: Learning from best practices. Leadership and Organization Development Journal, 28(5), 444–464. [CrossRef]
  • Luna, G. (2012). Planning for an American higher education leadership crisis: The succession issue for administrators. International Leader- ship Journal, 4(1), 56–79. https://doi.org/1.3564./sfk.12.2012.04
  • Madhushani, D. A. C. (2020). Social media sentiment analysis based on affective-behavioural-coginitive model of attitudes. http://dl.lib.u om.lk/handle/123/16481
  • Magda, L. H., Leon, J. van R., & Wilfred, I. U. (2012). A measuring instrument to predict family succession commitment to family business. African Journal of Business Management, 6(49), 11865–11879. [CrossRef]
  • Moreno, J. V., & Girard, A. S. (2019). Capitalizing on an existing shared gov- ernance structure in developing leadership succession planning. Journal of Nursing Administration, 49(4), 193–200. [CrossRef]
  • Neefe, D. O. (2009). Succession planning in a two-year technical college system. University of Minnesota.
  • Pennell, K. (2010). The role of flexible job descriptions in succession man- agement. Library Management, 31(4/5), 279–290. [CrossRef]
  • Pissaris, S., Weinstein, M., & Stephan, J. (2010). The influence of cognitive simplification processes on the CEO succession decision. Journal of Management and Research, 10(2), 71–86.
  • Plan, N. H. R. (2012). National human resources plan, 2010–2025. Office of the President, National Planning Commission.
  • Rampin, R., Steeves, V., & DeMott, S. (2019). Taguette (Version 0.8). In Zenodo doi (0.8; Vol. 10).
  • Ritchie, J., & Spencer, L. (1994). Qualitative data analysis for applied policy research. In A. Bryman & R. G. Burgess (Eds.), Analyzing Qualitative Data (pp. 173–194). Routledge.
  • Rodarte, D. (2017). Succession planning strategies in the Air National Guard to retain skilled workers. Walden University.
  • Rothwell, W. (2010). Effective succession planning: Ensuring leadership continuity and building talent from within. Amacom Book Company.
  • Rothwell, W. J. (2003). Putting success into your succession planning. IEEE Engineering Management Review, 31(2), 11–15. [CrossRef]
  • Rothwell, W. J. (2005). Effective succession planning: Creating organiza- tional excellence by identifying developing your best people [Unpub- lished manuscript]. Dubios, PA.
  • Rothwell, W. J. (2011). Replacement planning: A starting point for succes- sion planning and talent management. International Journal of Train- ing and Development, 15(1), 87–99. [CrossRef]
  • Sharma, A., & Agarwal, N. (2016). Succession planning in MSMEs: Emer- gence, importance & process. Journal of Business and Management, 18(6), 1–9.
  • Slatter, S. (2011). Leading corporate turnaround: How leaders fix troubled companies. John Wiley & Sons.
  • Swanepoel, B. J., Erasmus, B. J., Van Wyk, M. W., & Schenk, I. I. (2008). Blanche, mand Durrheim, K. Research in practice. Applied methods for the social sciences. Cape Town: University of Cape Town Press, 123–146.
  • Tesch, F. E. (1977). Debriefing research participants: Though this be method there is madness to it. Journal of Personality and Social Psy- chology, 35(4), 217–224. [CrossRef]
  • Weisblat, I. A. (2018). Literature review of succession planning strategies and tactics. Succession planning: Promoting organizational sustain- ability, 11–22.
  • Wilkerson, B. (2002). Effective succession planning: The public sector imperative. Watson Wyatt Worldwide.
  • Wilson, V. (2018). Succession planning models, conceptual maps: Ethical considerations and best practices. In Succession planning (pp. 199–211). Springer.
  • What is succession planning and why is it important? (n.d.). https://ww w.yourerc.com/blog/post/what-is-succession-planning-and-why- is-it-important
  • Zaich, L. L. (1986). Executive succession planning in select financial insti- tutions. Pepperdine University, Dissertations (EdD).
  • Zepeda, S. J. (2012). Professional development: What works. Eye on education.

Details

Primary Language English
Subjects Business Administration
Journal Section Research Articles
Authors

Jeremia Lucas MUADINOHAMBA This is me 0009-0008-5611-6375

Bernardus Franco MASEKE This is me

Publication Date January 26, 2024
Published in Issue Year 2024 Volume: 38 Issue: 1

Cite

APA MUADINOHAMBA, J. L., & MASEKE, B. F. (2024). “Next in Line”: A Framework for Ensuring Effective Executive Succession in Namibian Commercial Public Enterprises. Trends in Business and Economics, 38(1), 56-67.

Content of this journal is licensed under a Creative Commons Attribution 4.0 International License

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