| Summary: | 博士 === 義守大學 === 工業工程與管理學系博士班 === 98 === Few research literatures related to succession issues, in which the most of research directions focus on the relationship between the successor origin, successor tenure, succession frequency, successor characteristics, succession consequences, and firm’s performance after succeeded, etc. Recently, succession planning began to receive greater attention but more discussion is the status of implementation in the enterprise rather than the academic notions.
Succession planning is kind of firm’s strategic initiative. It depends on firm’s strategy and business goal to build the mechanism for developing leaders. Based on this mechanism, those leaders will be placed at right positions to well perform in the organization. It is then to help firm to create its performance and sustain its competitive advantage in competitive environment. There are three common issues related to firm’s succession: the first, it is common that firms put less attention in succession, consequently, there is no succession planning existed over firm. Secondly, it is rare effort in leadership development, or the leadership development is not linked with firm’s strategy and business goal. Thirdly, the selection of succession for key leadership position is only based on candidates’ past performance rather than their capability in executing and performing firms’ strategy and business goal. It is often to cause big gap if compared with initial expectation in succession. In this study, the resource-based theory is used to check and explain that the succession planning is essential for firms and even a source of firm sustained competitive advantage from both theoretical and practical viewpoints.
Succession planning model consists of three parts: talent identification, leadership development for future leaders, and selection of the best candidates for key leadership positions’ succession. To probe above issues for succession, this study will focus on: one, to build one competency-based succession planning model for exploring and solving overall firms’ succession issues. Then, own to specific on each firm’s characteristics here explore one general mechanism with one Multinational Corporation (MNC) in Taiwan as case to establish firm’s leadership development program. A literature review compiled by the company''s future leaders who must possess what kinds of leadership experiences, leadership competencies, and leadership traits. One questionnaire was designed purposed to collect the view point from firm’s top managements so that to differentiate the important of leadership experiences, leadership competencies and leadership traits in practical. The Analytic Network Process approach was applied to prioritize leadership experiences and leadership competencies on the importance of sorting in order to design leadership development program for developing firm’s future leaders. The result of implementation at case company is to validate the feasibility of proposed model. The last, apply the same approach for group decision making in succession to consider candidates’ leadership experiences, leadership competencies, and leadership traits for selecting the right candidate for key leadership position to ensure business performance. This mechanism objectively determines the decision weight for decision makers. The sensitivity analysis is then used to analyze the stability and feasibility of proposed mechanism. It is to improve the wrong decision making which caused by decision made individually.
This study provides one succession planning model for solving firms’ succession issues. This model can be used generally but differentiated case by case in way of implementation. The model is expected to provide a systematic and objective solution to help firms to comprehensively address the succession issue.
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