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EXECUTIVE SUCCESSION PLANNING: BARRIERS AND SUBSTITUTES IN NONPROFIT ORGANIZATIONS
Author(s) -
MCKEE Gregory,
FROELICH Karen
Publication year - 2016
Publication title -
annals of public and cooperative economics
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.526
H-Index - 37
eISSN - 1467-8292
pISSN - 1370-4788
DOI - 10.1111/apce.12129
Subject(s) - succession planning , ecological succession , economic shortage , business , corporate governance , quality (philosophy) , executive director , strategic planning , management , public relations , marketing , economics , political science , finance , ecology , linguistics , philosophy , biology , epistemology , government (linguistics)
Predicted shortages of chief executives combined with growing economic and social significance of the nonprofit sector in an increasingly complex operating environment highlight the need for executive succession planning. Accordingly, our research explores factors that may influence executive succession planning in nonprofit and cooperative forms of organizations. Survey data (N = 242) were analyzed using multiple regression analysis. Results suggest both barriers to and substitutes for executive succession planning that help explain the apparent dearth of succession planning efforts in these organizations. A penchant for continuity was found to be a barrier to such planning, while elements of governance quality and internal development were found to substitute for executive succession planning.