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Journal articles on the topic 'Succession planning'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 January 2023

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1

Collins, Sandra K., Richard C. McKinnies, Eric Matthews, and Kevin S. Collins. "Succession Planning." Health Care Manager 32, no. 3 (2013): 233–38. http://dx.doi.org/10.1097/hcm.0b013e31829d7386.

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2

Tolstoy, Leo. "Succession planning." Planning Review 14, no. 3 (March 1986): 47. http://dx.doi.org/10.1108/eb054148.

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3

Garman, Andrew N., and Jeremy Glawe. "Succession planning." Consulting Psychology Journal: Practice and Research 56, no. 2 (2004): 119–28. http://dx.doi.org/10.1037/1061-4087.56.2.119.

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4

Francis, Barton. "Succession Planning." Journal of Wealth Management 3, no. 1 (April 30, 2000): 13–24. http://dx.doi.org/10.3905/jwm.2000.320375.

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5

Land, Trudy. "Succession Planning." Frontiers of Health Services Management 36, no. 4 (2020): 1–2. http://dx.doi.org/10.1097/hap.0000000000000086.

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6

Collins, Sandra K. "Succession Planning." Health Care Manager 28, no. 3 (July 2009): 258–63. http://dx.doi.org/10.1097/hcm.0b013e3181b3eb0e.

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7

Bratcher, Perry. "Succession Planning." Journal of New Librarianship 3, no. 1 (June 19, 2018): 97–100. http://dx.doi.org/10.21173/newlibs/4/19.

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8

Evans, Joan H. "Succession Planning." Oncology Issues 24, no. 2 (March 2009): 22–27. http://dx.doi.org/10.1080/10463356.2009.11883426.

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9

Coughlin, Christine, and Patricia Hogan. "Succession planning." Nursing Management (Springhouse) 39, no. 11 (November 2008): 40–46. http://dx.doi.org/10.1097/01.numa.0000340818.06024.3e.

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10

McConnell, Charles R. "Succession Planning." Health Care Manager 25, no. 1 (January 2006): 91–98. http://dx.doi.org/10.1097/00126450-200601000-00013.

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11

Nadler-Moodie, Marlene, and Nicholas Croce. "Succession Planning." Journal of the American Psychiatric Nurses Association 18, no. 6 (November 2012): 357–58. http://dx.doi.org/10.1177/1078390312468034.

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12

Catanzaro, Thomas E. "Succession Planning." Veterinary Clinics of North America: Small Animal Practice 36, no. 2 (March 2006): 355–71. http://dx.doi.org/10.1016/j.cvsm.2005.11.004.

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13

Fowler, John. "Succession planning." Dental Nursing 12, no. 12 (December 2, 2016): 674–75. http://dx.doi.org/10.12968/denn.2016.12.12.674.

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14

Smeltzer, Carolyn Hope. "Succession Planning." JONA: The Journal of Nursing Administration 32, no. 12 (December 2002): 615. http://dx.doi.org/10.1097/00005110-200212000-00003.

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15

Bolton, Julia, and Wendy Roy. "Succession Planning." JONA: The Journal of Nursing Administration 34, no. 12 (December 2004): 589???593. http://dx.doi.org/10.1097/00005110-200412000-00009.

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16

Cadmus, Edna. "Succession Planning." JONA: The Journal of Nursing Administration 36, no. 6 (June 2006): 298–303. http://dx.doi.org/10.1097/00005110-200606000-00004.

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17

Robinson-Walker, Catherine. "Succession Planning." Nursing Administration Quarterly 37, no. 1 (2013): 37–43. http://dx.doi.org/10.1097/naq.0b013e3182751622.

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18

Carriere, Brian K., Melanie Muise, Greta Cummings, and Chris Newburn-Cook. "Healthcare Succession Planning." JONA: The Journal of Nursing Administration 39, no. 12 (December 2009): 548–55. http://dx.doi.org/10.1097/nna.0b013e3181c18010.

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19

Klein, Melissa F., and Raintry Jean Salk. "Presidential Succession Planning." Journal of Leadership & Organizational Studies 20, no. 3 (April 4, 2013): 335–45. http://dx.doi.org/10.1177/1548051813483836.

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20

Parkinson, Lynne. "Succession planning forAJA." Australasian Journal on Ageing 34, no. 2 (June 2015): 75. http://dx.doi.org/10.1111/ajag.12258.

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21

Getz, Lowell V. "Planning for Succession." Journal of Management in Engineering 11, no. 3 (May 1995): 13–17. http://dx.doi.org/10.1061/(asce)0742-597x(1995)11:3(13).

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22

Simpson, Kelley D., and Julie McGowan Lux. "Oncologist Succession Planning." Oncology Issues 24, no. 2 (March 2009): 28–32. http://dx.doi.org/10.1080/10463356.2009.11883427.

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23

Sherrod, Dennis R. "Challenge: Succession planning." Nursing Management (Springhouse) 37, no. 2 (February 2006): 64. http://dx.doi.org/10.1097/00006247-200602000-00014.

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24

Redman, Richard W. "Leadership Succession Planning." JONA: The Journal of Nursing Administration 36, no. 6 (June 2006): 292–97. http://dx.doi.org/10.1097/00005110-200606000-00003.

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25

Herrera, Fred. "Demystifying Succession Planning." Employment Relations Today 29, no. 2 (2002): 25–31. http://dx.doi.org/10.1002/ert.10037.

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26

Hansen, Richard, and Richard H. Wexler. "Effective succession planning." Employment Relations Today 15, no. 1 (March 1988): 19–24. http://dx.doi.org/10.1002/ert.3910150104.

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27

Finney, Rob. "Successful succession planning." Children and Young People Now 2022, no. 8 (August 2, 2022): 40. http://dx.doi.org/10.12968/cypn.2022.8.40.

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Children's social care is rich with experienced and committed leaders, but a manager must be sure to lay the groundwork for a successful transition before the time comes to pass the torch to their successor

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28

Sharma, Pramodita, James J. Chrisman, and Jess H. Chua. "Succession Planning as Planned Behavior: Some Empirical Results." Family Business Review 16, no. 1 (March 2003): 1–15. http://dx.doi.org/10.1111/j.1741-6248.2003.00001.x.

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This paper uses the theory of planned behavior to hypothesize the influence of the incumbent's desire to keep the business in the family, the family's commitment to the business, and the propensity of a trusted successor to take over on the extent to which family firms engage in succession planning activities. We test these hypotheses using data collected from presidents in 118 family firms. The results show that the propensity of a trusted successor to take over significantly affects the incidence of all succession-planning-related activities. Succession planning may, then, be the result of push by the successor more than of pull by the incumbent. Such a view has negative implications for the succession process that the family firms in our sample follow.

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29

Magasi, Chacha. "Management succession planning and family-owned manufacturing businesses survival." International Journal of Research in Business and Social Science (2147- 4478) 10, no. 8 (January 1, 2022): 12–24. http://dx.doi.org/10.20525/ijrbs.v10i8.1486.

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It remains unclear how lack of management succession planning relates to the collapse of 87% of the Tanzanian family-owned manufacturing businesses (FOMBs) after the first generation. Also, the question of whether a firm’s background variables, namely; executive’s education level, business age, and business size, moderate the relationship between management succession planning and the survival of FOMBs remains unanswered. Therefore, this study investigated the relationship between succession planning and the survival of FOMBs, moderated by the firm’s background variables through the lens of resource-based theory as well as agency theory. A sample of 339 executives was randomly drawn from the FOMBs in Dar es Salaam city where the collapse of FOMBs after the first generation was revealed to be significant and surveyed using a structured questionnaire. Multiple linear regression was used as a quantitative data analysis technique with the support of SPSS as an analytical tool. Results revealed that management succession variables, namely; training the successor, successor involvement in business management and successor factors-work fit had a positive and significant relationship with the survival of FOMBs. However, the internal recruitment of the successor had an insignificant relationship with the survival of FOMBs. Therefore, management succession planning sustains the leadership pipeline and survival of the FOMBs through the involvement of the successor in business management, sufficiently training the successor, and handing over power to the successor whose competency and factors fit with the relevant work. The study contributes to an understanding of management succession planning variables and how they relate to the survival of family-owned manufacturing businesses. The study also provides a new conceptual framework on transgenerational management succession planning in the FOMBs.

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30

Martini, Luh Kadek Budi, and I. Gusti Ayu Manuati Dewi. "THE EFFECT OF SUCCESSOR CHARACTERISTICS ON SUCCESSION PLANNING." JURNAL APLIKASI MANAJEMEN 18, no. 1 (March 1, 2020): 113–21. http://dx.doi.org/10.21776/ub.jam.2020.018.01.11.

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31

Roszko‑Wójtowicz, Elżbieta. "Succession in Family Firms – From Planning to Successor Selection." Kwartalnik Ekonomistów i Menedżerów 40, no. 2 (April 1, 2016): 45–64. http://dx.doi.org/10.5604/01.3001.0009.4571.

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Succession is a complex process. It touches issues related to transfer of ownership, management and knowledge in family firms. It is a process that requires adequate preparation stage and needs to be planned in time. It starts much before successor involvement in business matters, and ends up with incumbent retirement. In relation to the aforementioned argumentation the aim of the paper is evaluation and synthesis of the most crucial achievements in the field of research on succession in family firms. The paper is a review of scientific works discussing the process of conducting succession in family firms, from planning stage to the successor selection. The paper is based on articles published in well‑known foreign journals and covers the period of the past 40 years. Conducted research proved that different scholars involved in family entrepreneurship research show their unabated interest in succession problems. Transferring the business to the next generation is still a controversial issue and there is no way to avoid many personal or business conflicts.

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32

Peters-Hawkins, April L., Latish C. Reed, and Francemise Kingsberry. "Dynamic Leadership Succession: Strengthening Urban Principal Succession Planning." Urban Education 53, no. 1 (January 8, 2017): 26–54. http://dx.doi.org/10.1177/0042085916682575.

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The Dynamic Leadership Succession model is used to analyze a leadership succession case in an urban school district. The qualitative findings show that the district did not forecast school leadership needs well; however, the principal sought to develop and mentor teacher leaders as her assistant principals. Second, sustaining efforts within the district were, at times, haphazard, as demonstrated by the two study participants as they were inducted into their respective roles of principal and assistant principal. Finally, the district failed to deliberately plan for leadership transitions.

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33

Bielefelt, Glenn, and Mike Mulkerin. "Planning for Operator Succession." Proceedings of the Water Environment Federation 2008, no. 8 (January 1, 2008): 7091–105. http://dx.doi.org/10.2175/193864708788809428.

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34

Jarrell, Karen M., and Kyle Coby Pewitt. "Succession Planning in Government." Review of Public Personnel Administration 27, no. 3 (September 2007): 297–309. http://dx.doi.org/10.1177/0734016805302063.

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35

Chan, Margaux. "Nurse manager succession planning." Nursing Management 53, no. 10 (October 2022): 35–41. http://dx.doi.org/10.1097/01.numa.0000874444.59805.67.

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36

LaCross, Erin, Norma Hall, and Judith A. Boerger. "Nurse Manager Succession Planning." JONA: The Journal of Nursing Administration 49, no. 6 (June 2019): 331–35. http://dx.doi.org/10.1097/nna.0000000000000761.

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37

Wendler, M. Cecilia, Kristi Olson-Sitki, and Marsha Prater. "Succession Planning for RNs." JONA: The Journal of Nursing Administration 39, no. 7/8 (July 2009): 326–33. http://dx.doi.org/10.1097/nna.0b013e3181ae9692.

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38

Charbonneau, Deborah H., and Jacqueline L. Freeman. "Succession Planning for Libraries." Journal of Library Administration 56, no. 7 (October 2, 2016): 884–92. http://dx.doi.org/10.1080/01930826.2016.1216229.

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39

Nardoni, Ren. "Competency-Based Succession Planning." Information Systems Management 14, no. 4 (January 1997): 60–62. http://dx.doi.org/10.1080/10580539708907077.

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40

Schlichting, Nancy M. "Succession Planning in Healthcare." Frontiers of Health Services Management 36, no. 4 (2020): 21–30. http://dx.doi.org/10.1097/hap.0000000000000084.

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41

Dascher, Paul E., and William G. Jens. "Family business succession planning." Business Horizons 42, no. 5 (September 1999): 2–4. http://dx.doi.org/10.1016/s0007-6813(99)80068-8.

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42

Yadav, Surendra S., and Ravi Shankar. "Succession planning: some lessons." Journal of Advances in Management Research 14, no. 4 (October 2, 2017): 406–7. http://dx.doi.org/10.1108/jamr-07-2017-0081.

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43

Motwani, Jaideep, Nancy M. Levenburg, Thomas V. Schwarz, and Charles Blankson. "Succession Planning in SMEs." International Small Business Journal: Researching Entrepreneurship 24, no. 5 (October 2006): 471–95. http://dx.doi.org/10.1177/0266242606067270.

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44

Fruth, Roberta. "Begin succession planning today." Nursing Management (Springhouse) 34, no. 9 (September 2003): 12. http://dx.doi.org/10.1097/00006247-200309000-00005.

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45

Phillips, Laura K. "Concept analysis: Succession planning." Nursing Forum 55, no. 4 (July 27, 2020): 730–36. http://dx.doi.org/10.1111/nuf.12490.

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46

DeWitt, Rocki-Lee, and Alana Marie Izzo. "Socially Responsible Succession Planning." Academy of Management Proceedings 2015, no. 1 (January 2015): 15019. http://dx.doi.org/10.5465/ambpp.2015.15019abstract.

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47

Topper, Elisa F. "Succession planning in libraries." New Library World 109, no. 9/10 (September 19, 2008): 480–82. http://dx.doi.org/10.1108/03074800810910504.

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48

Buller, Jeffrey L. "Succession Planning for Chairs." Department Chair 29, no. 3 (January 2019): 13–14. http://dx.doi.org/10.1002/dch.30234.

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49

Brien, Jo-anne E. "Leadership and Succession Planning." Journal of Pharmacy Practice and Research 40, no. 1 (March 2010): 12–14. http://dx.doi.org/10.1002/j.2055-2335.2010.tb00718.x.

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50

Martini, Luh Kadek Budi, Ida Bagus Raka Suardana, and Ngakan Ketut Acwin Dwijendra. "Implementation of Values on Family Company Succession in Bali Province, Indonesia." Journal of Sustainable Development 10, no. 4 (July 30, 2017): 75. http://dx.doi.org/10.5539/jsd.v10n4p75.

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The main purpose of the research is to investigate the implementation of values on family company successions in Bali. This descriptive research was conducted in family business in Bali which have done successions to, at least, their second generation. The data was analyzed qualitatively and quantitatively by using Likert scale. Meanwhile, to discover the implementation of values towards successors' performance, PLS (Partial Least Square) analysis was carried out. The research elaborates that (1) values are positive and significant effect on the characteristics of successor, (2) values did not affect the succession planning, (3) strong values which were emphasized by the owners did not affect the succession planning, (4) values did not affect the successors' performance, and (5) values which were transferred by predecessors did not have any impacts on the successors' performance. The strongest indicator of values to enhance the performance of successors was innovation.

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