Succession Planning: Does it Matter in the Context of Corporate Leadership?

Autor/in	Richards, Patricia
Titel	Succession Planning: Does it Matter in the Context of Corporate Leadership?
Quelle	In: Australian Journal of Adult Learning, 48 (2008) 3, S.445-464 (20 Seiten)Infoseite zur Zeitschrift PDF als Volltext kostenfreie Datei Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Zeitschriftenaufsatz
ISSN	1443-1394
Schlagwörter	Foreign Countries; Corporations; Human Resources; Leadership; Occupational Mobility; Evaluation Methods; Administration; Criteria; Theory Practice Relationship; Australia + Suchen Sie Ihr Suchwort? Ausland; Unternehmen; Humankapital; Führung; Führungsposition; Berufliche Mobilität; Verwaltung; Theorie-Praxis-Beziehung; Australien
Abstract	Corporations invest heavily in human resource management infrastructures intended amongst other things to provide for the future leadership needs of the corporation. Adopting well-known succession planning techniques, human resource managers routinely engage in corporate leadership identification and development processes, often directly involving the chief executive officer. This paper reports on a tendency for chief executive officers not to take all that much notice of these processes when making appointments to their own senior leadership teams. Drawing on three institutional case studies and in-depth interview data with the 12 chief executive officers, the paper shows that what appears to matter most in these appointments is likely impact of a leadership appointment on corporate profitability, though other pet leadership criteria may also be applied. The paper discusses the implications of this situation for human resource managers. (Contains 1 figure.) (As Provided).
Anmerkungen	Adult Learning Australia. Level 1, 32 Northbourne Avenue, Canberra, ACT 2603, Australia. Tel: +61-02-6274-9515; Fax: +61-02-6274-9513; Web site: http://www.ala.asn.au
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2017/4/10