An Analysis of Succession Planning as a Strategy for Organizational Continuity

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Built on the idea of change, the roots of succession planning (SP) lie within anthropology and the study of kinship (Fox, 1967, pp. 16-7, 1993; Fortes, 1970, p. 305; Parkin, 1997, pp. 22-3, 127). Early work into business succession by authors such as Christensen (1953), Gouldner (1954), Trow (1961), and Guest (1962) helped to fuel its dissemination into a wider management context, which in the present day encompasses leadership planning, change management, human resources, and indeed almost any area of business involving change. While it may not have received as much attention in the general management literature as one might expect, it is unarguably a critical issue for any corporation, team, or individual, to consider
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The clear message that can be gleaned from all this is that succession planning is a global issue, yet it is an area where comparatively little rigorous research has been carried out, particularly with respect to methods of application. The aim of this paper is to synthesize the available evidence in order to provide a broad reflection of how succession planning affects various types of businesses, to report on approaches towards the use of succession planning including barriers against it and financial and legal matters, to identify evidence relating to best practice, and to highlight gaps where further work might justifiably be carried out.

2.1. Concept of Manpower Planning
As obtained in the literature, several studies have argued asserting that the function of personnel in contemporary organizations is undergoing a radical transformation; departing from the era of personnel administration to a concept of comprehensive and integrative approach that focuses on the adequate utilization and development of human resources (Burack, & Gutteridge, 1978; Fitzgerald, 1992; Bjornberg, 2002; Alphander, 1980). This new concept is referred to by several names such as human resource planning, manpower planning, human resource management, etc.
This concept has been defined by different authors in various ways and the only conclusion is that manpower planning is referred to as the total package of the personnel-related
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