Succession planning in the third sector in New Zealand

Graham Elkin, Kate Smith, Haina Zhang

Research output: Contribution to journalArticle

Abstract

Succession planning is a significant problem for third sector organisations (TSOs), that is, organisations that are neither wholly public nor private sector organisations. While there is some academic research published in the wider area of succession planning, little has been published on succession planning in TSOs. What is known is that TSOs are often built by and around a founder who at some stage will need to be replaced. Drawing on both the succession planning literature and the literature on TSOs, we propose initial ideas to form a framework in which to examine the views concerning succession planning of people who are involved in the governance and management of a typical TSO in New Zealand. Interviews were used to confirm the ideas proposed in the literature and from there we have begun to develop a set of recommendations on succession planning for TSO practitioners.
Original languageEnglish
Pages (from-to)34-49
Number of pages16
JournalNew Zealand Journal of Employment Relations
Volume37
Issue number3
Publication statusPublished - 2013

Fingerprint

Third sector
New Zealand
Succession planning
Private sector organizations
Governance
Academic research
Public-private

Keywords

  • succession planning
  • third sector organisations
  • aging population
  • transfer of knowledge

Cite this

Succession planning in the third sector in New Zealand. / Elkin, Graham; Smith, Kate; Zhang, Haina.

In: New Zealand Journal of Employment Relations, Vol. 37, No. 3, 2013, p. 34-49.

Research output: Contribution to journalArticle

@article{fd1aee3f0ade480896aad25d591b32bf,
title = "Succession planning in the third sector in New Zealand",
abstract = "Succession planning is a significant problem for third sector organisations (TSOs), that is, organisations that are neither wholly public nor private sector organisations. While there is some academic research published in the wider area of succession planning, little has been published on succession planning in TSOs. What is known is that TSOs are often built by and around a founder who at some stage will need to be replaced. Drawing on both the succession planning literature and the literature on TSOs, we propose initial ideas to form a framework in which to examine the views concerning succession planning of people who are involved in the governance and management of a typical TSO in New Zealand. Interviews were used to confirm the ideas proposed in the literature and from there we have begun to develop a set of recommendations on succession planning for TSO practitioners.",
keywords = "succession planning, third sector organisations, aging population, transfer of knowledge",
author = "Graham Elkin and Kate Smith and Haina Zhang",
year = "2013",
language = "English",
volume = "37",
pages = "34--49",
journal = "New Zealand Journal of Employment Relations",
issn = "1176-4716",
number = "3",

}

TY - JOUR

T1 - Succession planning in the third sector in New Zealand

AU - Elkin, Graham

AU - Smith, Kate

AU - Zhang, Haina

PY - 2013

Y1 - 2013

N2 - Succession planning is a significant problem for third sector organisations (TSOs), that is, organisations that are neither wholly public nor private sector organisations. While there is some academic research published in the wider area of succession planning, little has been published on succession planning in TSOs. What is known is that TSOs are often built by and around a founder who at some stage will need to be replaced. Drawing on both the succession planning literature and the literature on TSOs, we propose initial ideas to form a framework in which to examine the views concerning succession planning of people who are involved in the governance and management of a typical TSO in New Zealand. Interviews were used to confirm the ideas proposed in the literature and from there we have begun to develop a set of recommendations on succession planning for TSO practitioners.

AB - Succession planning is a significant problem for third sector organisations (TSOs), that is, organisations that are neither wholly public nor private sector organisations. While there is some academic research published in the wider area of succession planning, little has been published on succession planning in TSOs. What is known is that TSOs are often built by and around a founder who at some stage will need to be replaced. Drawing on both the succession planning literature and the literature on TSOs, we propose initial ideas to form a framework in which to examine the views concerning succession planning of people who are involved in the governance and management of a typical TSO in New Zealand. Interviews were used to confirm the ideas proposed in the literature and from there we have begun to develop a set of recommendations on succession planning for TSO practitioners.

KW - succession planning

KW - third sector organisations

KW - aging population

KW - transfer of knowledge

M3 - Article

VL - 37

SP - 34

EP - 49

JO - New Zealand Journal of Employment Relations

JF - New Zealand Journal of Employment Relations

SN - 1176-4716

IS - 3

ER -