| This study examined the relationship between executive succession planning and the collective learning capacity. Organizational learning transforms information into valued knowledge, which increases its long-run adaptive capacity and survival (Schwandt & Marquardt, 2000). Linkages between strategic thinking, social action, culture, and strategy implementation should be formed. This suggests that all components of organizational structure and learning are interconnected and are of vital importance to the success of the organization (Schwandt, 1995).; The succession of the leader is a central event in the life of organizations (Lauterbach, Vu & Weisberg, 1999). Planning for management continuity, therefore, is an important element in an organization's success (McConnell, 1996). Succession planning should be an ongoing process that looks at what leadership and management skills are necessary for the ongoing success of the organization as it strives to meet its vision (Trickey-Rokenbrod, 1998).; This study addressed the research question: Is there a relationship between executive succession planning (ESP) and the organizational learning capacity (OLC)? The conceptual frame is based on the organizational learning theory developed by Schwandt (1995; Schwandt & Marquardt, 2000), and four variables of succession planning, defined from the review of literature. Schwandt's Organizational Learning Model consists of four learning subsystems: (a) Environmental Interface; (b) Action/Reflection; (c) Dissemination and Diffusion; and (d) Meaning and Memory and their actions. If all learning subsystems are functioning, the learning system should be in good health, and the organization will maintain a high capacity to learn (Schwandt & Marquardt, 2000).; The Organizational Effectiveness Survey (OES) was administered to executives to measure the variables associated with organizational learning capacity (OLC) and executive succession planning (ESP). To test the hypotheses, the Pearson product moment correlation was used to test the ESP variables with the OLC variables. Stepwise multiple regression procedures and MANOVA were used to analyze the data at the organizational level. Correlational analyses supported the relationship of the five hypotheses. Organizations that scored high in executive succession planning scored high in organizational learning. Specifically, ESP had a significant high positive correlation with the OLC. Implications of the findings and recommendations for practitioners and future research are presented. |
