Measuring the value of succession planning and managemenet:a qualitative study of U.S. affiliates of foreign multinational companies

Open Access
Kim, Yeonsoo
Graduate Program:
Workforce Education and Development
Doctor of Philosophy
Document Type:
Date of Defense:
February 21, 2006
Committee Members:
  • William J Rothwell, Committee Chair
  • Judith Ann Kolb, Committee Member
  • Wesley Edward Donahue, Committee Member
  • Edgar Paul Yoder, Committee Member
  • ROI
  • succession management
  • succession planning
  • evaluation
  • qualitative study
The purposed of this study was to offer a framework for placing value on succession planning and management in a business organization and to investigate the unique features of succession planning and management in foreign-owned companies in the U.S., especially U.S. affiliates of Asian-based multinational corporations. Four major themes emerged from conducted telephone interviews. The seven companies participating in this research considered their succession planning and management as corporate key strategies and established multiple objectives. Although, the level of sophistication of succession planning and management varies, implementation of a succession planning and management program follows four phases: initial, assessment, development and evaluation. Identification of measuring items for a succession planning and management program resulted in two categories: measurement of succession planning and management in process and measurement of its outcomes. The implication of the study suggests possibilities for several models and approaches, including expanding succession planning and management vertically by implementing technical succession planning, applying balanced scorecard approach in evaluating succession planning and management, and use of a contingency matrix in global succession planning and management. A key limitation of the study was the limited number of participants and data source, which requires further future research.