Determinants Linked to Executive Succession Planning in Public Sector Organizations

dc.contributor.authorAl Suwaidi, Muna
dc.contributor.authorJabeen, Fauzia
dc.contributor.authorStachowicz-Stanusch, Agata
dc.contributor.authorWebb, Matthew
dc.date.accessioned2020-07-23T04:30:14Z
dc.date.available2020-07-23T04:30:14Z
dc.date.copyright© 2020
dc.date.issued2020
dc.descriptionThis article is not available at CUD collection. The version of scholarly record of this article paper is published in Vision: The Journal of Business Perspective (2020), available online at: https://doi.org/10.1177/0972262920932405en_US
dc.description.abstractSuccession 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. © 2020 Management Development Institute.en_US
dc.identifier.citationAl Suwaidi, M., Jabeen, F., Stachowicz-Stanusch, A., & Webb, M. (2020). Determinants Linked to Executive Succession Planning in Public Sector Organizations. Vision: The Journal of Business Perspective. https://doi.org/10.1177/0972262920932405en_US
dc.identifier.issn09722629
dc.identifier.urihttps://doi.org/10.1177/0972262920932405
dc.identifier.urihttp://hdl.handle.net/20.500.12519/226
dc.language.isoenen_US
dc.publisherSage Publications India Pvt. Ltden_US
dc.relationAuthor Affiliations : Al Suwaidi, M., Department of Management, College of Business, Abu Dhabi University, Abu Dhabi, United Arab Emirates; Jabeen, F., Department of Management, College of Business, Abu Dhabi University, Abu Dhabi, United Arab Emirates; Stachowicz-Stanusch, A., Faculty of Management, Canadian University Dubai, Dubai, United Arab Emirates; Webb, M., Department of Humanities and Social Sciences, Khalifa University, Abu Dhabi, United Arab Emirates
dc.relation.ispartofseriesVision: The Journal of Business Perspective;
dc.rightsSAGE permits the non-commercial reuse of Journal article abstracts in their entirety, without permission.
dc.rights.holderCopyright : © 2020 Management Development Institute
dc.rights.urihttps://uk.sagepub.com/en-gb/mst/pre-approved-permission-requests-journals
dc.subjectExecutive Succession Planningen_US
dc.subjectHigh Potentialen_US
dc.subjectPublic Sectoren_US
dc.subjectSuccession Planningen_US
dc.subjectSuccession Planning Managementen_US
dc.subjectUAEen_US
dc.titleDeterminants Linked to Executive Succession Planning in Public Sector Organizationsen_US
dc.typeArticleen_US
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