The Culture-Succession Model: The Factors Affecting Implementation of Succession Planning In Malaysian Public Universities
Abd Rahman Ahmad1, Nazia keerio2
1Abd Rahman Ahmad
2Nazia keerio
Manuscript received on September 23, 2019. | Revised Manuscript received on October 15, 2019. | Manuscript published on October 30, 2019. | PP: 7087-7095 | Volume-9 Issue-1, October 2019 | Retrieval Number: A1356109119/2019©BEIESP | DOI: 10.35940/ijeat.A1356.109119
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Abstract: This study aims at exploring the relationship between organizational cultures and succession planning. Succession planning in rapidly changing environment is a significant factor that affects long-term success of the higher education institutions. Previous studies were interested in determining factors that support the implementation of succession planning. Currently, emphasis is more on the role of organizational culture as a factor that can improve succession planning or impede it. However, in Malaysian context, empirical work is limited in relation to these variables. This is quantitative study, the survey questionnaire was used to collect data from academics of Malaysia’s public universities. Competing Values Framework (CVF) were used to assess organizational culture; for succession planning items are taken from previous literature. The researchers utilized PLS-SEM after data collection to investigate the role of organizational culture in succession planning implementation. The study finding showed that culture can encourage or be a barrier to succession planning, depends on the values promoted by culture. Particularly, if the institution has a history of clan or hierarchy, the chances of implementation of succession planning tend to be higher. Moreover, when a top-down approach is used in organizations with dominant hierarchy culture and succession planning has a strategic role and formal responsibilities are defined in Clan cultures, succession planning can be enhanced.
Keywords: Succession planning, Organisational culture, Higher education institutions, competing values framework (CVF)