Annals of Public and Cooperative Economics · 2016 · 24 citations · 31 references
ManagementNonprofit ManagementOrganizational BehaviorExecutive LeadershipNonprofit LeadershipSuccession PlanningExecutive SuccessionNonprofit OrganizationsChief Executive GovernanceGovernance During SuccessionInternal Policy DevelopmentInternal Resource DevelopmentLong-term Succession PlanningMultiple RegressionSuccession Decision MakingSuccession Planning Governance
ABSTRACT 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.
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