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Determinants Linked to Executive Succession Planning in Public Sector Organizations

Author

Listed:
  • Muna Al Suwaidi
  • Fauzia Jabeen
  • Agata Stachowicz-Stanusch
  • Matthew Webb

Abstract

Succession planning is important for organizational growth and business sustainability in the public sector. However, few organizations have attempted to introduce the concept and practice. This article aimed to identify and prioritize the factors that influence executive succession planning in the public sector in the United Arab Emirates (UAE), using the analytic hierarchy process. A model was developed with 5 criteria and 29 sub-criteria and tested using data collected from 40 interviews with top executives from various public sector organizations. The findings showed that succession planning strategy, organizational culture and leadership development opportunities were the most significant factors linked to executive succession planning in the UAE public sector. A framework for decision-makers was developed which could be used to overcome some of the challenges of executive succession planning. It is hoped that this study will help policymakers to formulate suitable policies and strategies to promote executive succession planning in public sector organizations. It will also help them to implement best practice in this field.

Suggested Citation

  • Muna Al Suwaidi & Fauzia Jabeen & Agata Stachowicz-Stanusch & Matthew Webb, 2020. "Determinants Linked to Executive Succession Planning in Public Sector Organizations," Vision, , vol. 24(3), pages 284-299, September.
    • Handle: RePEc:sae:vision:v:24:y:2020:i:3:p:284-299
    DOI: 10.1177/0972262920932405
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    References listed on IDEAS

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    1. Saaty, Thomas L., 1990. "How to make a decision: The analytic hierarchy process," European Journal of Operational Research, Elsevier, vol. 48(1), pages 9-26, September.
    2. Stephen A. Ojeka & Dorcas T. Adetula & Dick O. Mukoro & Oyintinane P. Kpokpo, 2017. "Does Chief Executive Officer Succession Affect Firms Financial Performance in Nigeria?," International Journal of Economics and Financial Issues, Econjournals, vol. 7(2), pages 530-535.
    3. Anna Vikstrom & Mats Westerberg, 2010. "Success with succession: an empirical study of small Swedish family firms," International Journal of Entrepreneurship and Small Business, Inderscience Enterprises Ltd, vol. 11(3), pages 223-241.
    4. Zohreh Kohestany & Nour Mohammad Yaghoubi, 2017. "Investigating the Impact of Talent Management on the Retention of Human Resources: A Study in Zahedan Municipality," International Review of Management and Marketing, Econjournals, vol. 7(3), pages 138-142.
    5. Mohammed Oudah & Fauzia Jabeen & Christopher Dixon, 2018. "Determinants Linked to Family Business Sustainability in the UAE: An AHP Approach," Sustainability, MDPI, vol. 10(1), pages 1-23, January.
    6. Suad Hannawi & Issa Al Salmi, 2014. "Health workforce in the United Arab Emirates: analytic point of view," International Journal of Health Planning and Management, Wiley Blackwell, vol. 29(4), pages 332-341, October.
    7. Zhang, Yan & Rajagopalan, Nandini, 2010. "CEO succession planning: Finally at the center stage of the boardroom," Business Horizons, Elsevier, vol. 53(5), pages 455-462, September.
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    Cited by:

    1. Fatma Khamis Al Badi & Khawla Ali Alhosani & Fauzia Jabeen & Agata Stachowicz-Stanusch & Nazia Shehzad & Wolfgang AMANN, 2022. "Challenges of AI Adoption in the UAE Healthcare," Vision, , vol. 26(2), pages 193-207, June.
    2. Muhamad Tasyrif Ghazali & Mazuri Abd. Ghani & Syamsul Azri Abdul Rahman, 2022. "Measuring the Success Metric for Effective Succession Planning: The Conceptual Perspective," International Journal of Human Resource Studies, Macrothink Institute, vol. 12(1), pages 4255-4255, December.

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