Succession management and corporate sustainability in Ghana: a leadership succession paradox

IF 1.9 Q3 MANAGEMENT

INDUSTRIAL AND COMMERCIAL TRAINING Pub Date : 2022-10-17 DOI:10.1108/ict-09-2021-0067

S. Kpinpuo, Johnson Antwi, John Yaw Akparep

{"title":"Succession management and corporate sustainability in Ghana: a leadership succession paradox","authors":"S. Kpinpuo, Johnson Antwi, John Yaw Akparep","doi":"10.1108/ict-09-2021-0067","DOIUrl":null,"url":null,"abstract":"\nPurpose\nA core responsibility of organizational leaders in a world of increasing competition for best talents is positioning right persons and plans for sustainable growth and progress of their respective organizations. However, attracting top talents for key positions is meaningless if it is not backed by winning retention or succession strategies. This paper aims to assess succession management techniques in the Nzema East District (NED) of Ghana to determine incumbent reliability on its own succession knowledge, practice and sustainability.\n\n\nDesign/methodology/approach\nThrough a cross-organizational investigation, this study used qualitative approaches to explore succession knowledge and practice as they relate to effective management and sustainability of selected NED organizations. In all, 60 purposively selected participants were involved in the study.\n\n\nFindings\nThis study revealed not only that most NED organizational leaders have no succession plans but also that some senior management officials of these organizations, much as their subordinates, lack knowledge and practice of the concept altogether. It also emerged that a leadership succession paradox, where management expressed profound interest in succession planning (SP) learning and practice, adopting SP as a strategic tool and in using SP as insurance for sustainability of NED firms, but presides over the contrary, characterized much of NED management activity.\n\n\nResearch limitations/implications\nAs a case study, this research is limited in terms of generalizability, but its implications are quite limitless.\n\n\nOriginality/value\nThe originality of this study lies in an emerging leadership succession paradox where business executives advocate what, in practice and theory, they are themselves opposed to. Contrary to the logic that we practice what we learn, succession management in NED organizations is not only unethical but also paradoxical. This study has not been published and is not being considered for publication anywhere else.\n","PeriodicalId":51647,"journal":{"name":"INDUSTRIAL AND COMMERCIAL TRAINING","volume":null,"pages":null},"PeriodicalIF":1.9000,"publicationDate":"2022-10-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"1","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"INDUSTRIAL AND COMMERCIAL TRAINING","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/ict-09-2021-0067","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}

引用次数: 1

Abstract

Purpose A core responsibility of organizational leaders in a world of increasing competition for best talents is positioning right persons and plans for sustainable growth and progress of their respective organizations. However, attracting top talents for key positions is meaningless if it is not backed by winning retention or succession strategies. This paper aims to assess succession management techniques in the Nzema East District (NED) of Ghana to determine incumbent reliability on its own succession knowledge, practice and sustainability. Design/methodology/approach Through a cross-organizational investigation, this study used qualitative approaches to explore succession knowledge and practice as they relate to effective management and sustainability of selected NED organizations. In all, 60 purposively selected participants were involved in the study. Findings This study revealed not only that most NED organizational leaders have no succession plans but also that some senior management officials of these organizations, much as their subordinates, lack knowledge and practice of the concept altogether. It also emerged that a leadership succession paradox, where management expressed profound interest in succession planning (SP) learning and practice, adopting SP as a strategic tool and in using SP as insurance for sustainability of NED firms, but presides over the contrary, characterized much of NED management activity. Research limitations/implications As a case study, this research is limited in terms of generalizability, but its implications are quite limitless. Originality/value The originality of this study lies in an emerging leadership succession paradox where business executives advocate what, in practice and theory, they are themselves opposed to. Contrary to the logic that we practice what we learn, succession management in NED organizations is not only unethical but also paradoxical. This study has not been published and is not being considered for publication anywhere else.

查看原文本刊更多论文

加纳的继任管理和企业可持续性:领导继任悖论

目的在一个竞争日益激烈的世界里，组织领导者的核心责任是为各自组织的可持续发展和进步定位合适的人和计划。然而，如果没有成功的留任或继任策略的支持，吸引顶尖人才担任关键职位是没有意义的。本文旨在评估加纳恩泽马东区（NED）的继任管理技术，以确定现任者对自身继任知识、实践和可持续性的可靠性。设计/方法/方法通过跨组织调查，本研究使用定性方法来探索与选定非执行董事组织的有效管理和可持续性相关的继任知识和实践。总共有60名有意选择的参与者参与了这项研究。研究发现，大多数非执行董事组织领导人没有继任计划，而且这些组织的一些高级管理人员和他们的下属一样，完全缺乏对这一概念的了解和实践。此外，管理层对继任计划（SP）的学习和实践、将SP作为战略工具以及将SP作为非执行董事公司可持续发展的保险表示了浓厚的兴趣，但却主持了相反的领导层继任悖论，这是非执行董事管理活动的特点。研究局限性/含义作为一个案例研究，这项研究在可推广性方面是有限的，但其含义是无限的。独创性/价值本研究的独创性在于一个新出现的领导层继任悖论，即企业高管在实践和理论上主张他们自己所反对的东西。与我们实践所学的逻辑相反，非执行董事组织的继任管理不仅不道德，而且自相矛盾。这项研究尚未发表，也没有考虑在其他地方发表。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

求助全文

约1分钟内获得全文求助全文

来源期刊

INDUSTRIAL AND COMMERCIAL TRAINING MANAGEMENT-

CiteScore

3.10

自引率

7.10%

发文量

期刊介绍： ■Action learning-principles and practice ■Applications of new technology ■Careers management and counselling ■Computer-based training and interactive video ■Continuing management education ■Learning methods, styles and processes ■Managing change ■Marketing, sales and customer services ■New training and learning methods ■Quality circles, team-working and business games ■Recruitment and selection ■Specialist training-needs and methods ■Youth employment and training ■Topicality Too much training theory takes too long to read and may not have immediate practical advantages.