Designing a Comprehensive Model of Succession in the Country’s Management System with a Meta-Synthesis Approach

Subject Areas : Human Capital Empowerment

Mohammad Taleghani ¹ , Ebrahim Alizadeh ² , Abdul Hossein Peikarnegar ³ , Mehran Mehdizade ⁴

1 - Associate Professor, Department of Industrial Management, Rasht Branch, Islamic Azad University, Rasht, Iran
2 - MA., MBA, Faculty of Management, Payam Noor University, Karaj Branch, Alborz, Iran.
3 - PhD, Public Administration, Faculty of Management and Accounting, Islamic Azad University, Qazvin Branch, Qazvin, Iran
4 - MA., Industrial Management, Faculty of Literature and Humanities, University of Guilan, Rasht, Iran and Lecturer at Applied Science University, Guilan Department

Received: 2022-08-20 Accepted : 2023-01-28 Published : 2023-05-22

Keywords: succession, Management System, Meta-Synthesis Approach, young managers,

Abstract :

The issue of employing young managers in the country’s management system has been a serious concern for many years. In the meantime, some experts believe that the country’s current management system is not ready for the presence of young people and that the current mechanism is more substitute-oriented than successor-oriented. The purpose of the present study was to design a comprehensive model of managerial succession in Iranian organizations. The current research is fundamental in terms of its purpose, and a qualitative method and a meta-synthesis approach were used to carry it out. For this purpose, all the qualitative studies conducted inside the country that dealt with the issue of surrogacy were selected as samples and then they were analyzed using the seven-step model of Sandelowski and Barroso (2006) and MAXQDA 2020 software. The results extracted from 54 chosen studies showed that the effective dimensions on the succession process include five organizational, managerial, individual, institutional and cultural dimensions, which include mechanisms, processes, policy making, evaluation, consequences, human resource management, leadership, skills, personality and job characteristics, resource conflict, legal and ethical issues have been observed in them. Also, among the approved indicators, indicators of intra-organizational support, evaluation of people's performance and capability, evaluation of the succession process, determination of key jobs, talent pool, job qualification conditions, career path, determination of policies, succession committee and competence gap analysis were the most important indicators.