The impact of personal culture on sophisticated succession planning by owner-managers of SMEs in Malaysia.
Ndubisi, Nelson Oly
INTRODUCTION
With baby boomers coming to an age of retirement and shortage of
younger employees stepping up in replacement, business succession
planning is vital in cultivating capable management executives who are
going to implement strategies and achieve corporation objectives (Huang,
2001). At times of unexpected death or resignation of executives,
succession management serves as crucial part of human resources
strategy; assuring suitable leaders are ready for appointment. Thus,
only with good succession planning can firms ensure long-term business
survival (Caudron, 1996). Although the importance of succession planning
has been repeatedly expressed, many organizations still do not take
business succession planning seriously. A survey done by Caudron reveals
surprisingly that only 22% of 502 respondents agreed to the statement
"My organization has a welldeveloped management succession
system" (Kur and Bunning, 2002). The scenario is identical in
Malaysia. For Malaysian organizations, many focus entirely on hiring and
training workforce and neglect succession planning (Fatt, 2004).
On the other hand, individual culture of leaders plays an important
role in determining the complexity of a succession planning system of an
organization. Ironically, individual culture is rarely investigated in
the area of business succession planning. Thus, this leads to the
question of does individual cultures have impact on the sophistication
of succession planning program in Malaysia SMEs? This study attempts to
determine the individual cultures of SMEs, as well as to measure the
degree of sophistication of succession planning system employed by SMEs
in Malaysia. For this research, only small and medium enterprises (SMEs)
in Malaysia are taken into consideration. Classification of an SME in
this research follows (Saleh & Ndubisi, 2006): organizations with
full time employees not exceeding 150 or annual sales turnover not
exceeding RM 25m.
LITERATURE REVIEW
Succession Planning Program
In general, scholars consent that a sophisticated succession system
should include these critical elements; a statement of strategic vision
(Huang, 2001); a planning database (Pattan, 1986); honest and open
communication channel (Shulman, 1991); supportive management staff
(Nahorney, 1992); systematic approach in identifying potential
succession candidates (McElwain, 1991); rewarding managers for promoting
best employees (McElwain, 1991); and participation, feedback and action
(Getty, 1993).
Nonetheless, the degree of sophistication of succession planning
system varies across business firms (Huang, 2001). Researchers in the
past have come out with different items of succession planning systems.
It has also been argued that firms in varying sectors will have
distinctive succession plan differing in size (Barry and Jacobs, 2006).
While studies of succession planning system have been conducted, none
have examined the relationship between sophistication of succession
system and individual culture. Some areas investigated with succession
planning program include human resource outcomes (Huang, 2001;
Anonymous, 2002) and organizational performance (Friedman, 1986).
In an empirical study, Sahl (1987) divided succession planning
program into 5 stages on the basis of skill or sophistication involved.
Friedman (1986) in the other hand characterized succession system into 7
elements. Metz (1998) redesigned and re-modelled the succession planning
systems and summarized the key items as shown in Table 1.
Huang (2001) investigated the relationship between sophistication
of succession programs and human resource outcomes of Taiwan firms. The
10 items used by Huang (2001) in measuring the sophistication of
succession system is adopted in this study.
Individual Culture
There are various theories used in defining individual culture
including Rokeach Value Survey, Allport and Vernon's (1931) Study
of Values, McClelland (1991) Personal Value Questionnaire,
Kilmann's insight test (Bilsky & Jehn, 2002) and Schwartz
(1994) individual value structure theory. The chosen model for this
literature is Schwartz's (1994) individual value structure theory.
These values are derived from three universal requirements: biological
needs, social needs and welfare needs of groups (Schwartz, 1999). The
individual value structure theory has ten distinct value types namely,
self-direction, stimulation, hedonism, achievement, power, security,
conformity, tradition, benevolence, and universalism (see Table 2). Each
type is defined in terms of its central goal and the desired end-state
to which it is directed (Schwartz, Sagiv & Boehnke, 2000).
A central feature of Schwartz's theory can also be illustrated
and comprised into 4 main sections: Openness to change,
Self-Transcendence, Self-Enhancement and Conservation (see figure 1).
Comparable value types are in close proximity while competing ones are
on opposing sides of the circle (Rice, 2005).
Many studies in the past have applied Schwartz's individual
value structure theory in different fields. Schwartz's individual
values have been employed to determine the degree of individual culture
on the self-perception of employee's creativity in Egyptian
organizations. Findings showed that employee creativity is enhanced when
self-direction (need for mastery, control and autonomy) is relatively
more important to them; whilst stimulation (need for variety) appears to
be negatively related to creativity (Rice, 2005).
Another study by Schwartz et al (2000) shows the relationship
between the ten distinct values and worries (about its self (micro),
society and world (macro)). Their study shows that self-transcendence
values are associated with low micro worry and high macro worry, whereas
self-enhancement values are associated with high micro worry and low
macro worry. In 2006, Schwartz also investigated how demographic
variables like age, gender and education can impact these 10 values. The
results show that people's values are affected by the level of
education they attain. Values promoting persistence through higher
education include self-direction, achievement, conformity and tradition.
Age on the other hand, correlates more positively with tradition and
negatively with other values like self-direction, stimulation, hedonism,
achievement and power (Schwartz, 2006).
[FIGURE 1 OMITTED]
Predicting behaviour with values (Schwartz, 2006), Values and the
Implication in work (Schwartz, 1999) and Measurement Equivalence of
Value across 21 countries (Spini, 2007) are further studies relating to
Schwartz Individual Value Structure. In this research, not all the
dimensions were employed. Among the 10 values, only 5 dimensions were
selected for this research. The chosen constructs and the reasoning for
their selection are presented in Table 3. Since past research continues
to ignore the possible impact of individual culture on the degree of
sophistication of succession planning, this study attempts to fill this
gap by examining this relationship using the relevant individual value
types.
Past studies support the idea that firms with more sophisticated
succession planning systems will experience better organizational
performance. Thus, it is assumed in this study that individual culture
will have some impact on the sophistication of succession planning
program. Using the 5 individual cultures selected above, the following
hypotheses were derived:
[H.sub.1]: Achievement culture is positively associated with
sophistication of succession planning.
[H.sub.2]: Benevolence culture is positively associatedwith
sophistication of succession planning.
[H.sub.3]: Stimulation culture is positively associated with
sophistication of succession planning.
[H.sub.4]: Self-direction culture is positively associated with
sophistication of succession planning.
[H.sub.5]: Conformity culture is positively associated with
sophistication of succession planning.
METHODOLOGY
The methods for data collection are in-office interviews and
drop-off surveys. In-office interviews are classified as
person-administered surveys, which help to gain feedback and quality
control. Drop-off survey was also used to collect information from the
directors, who were not on sit or unable to complete the survey form on
the spot.
Table 4 shows the items for the constructs. The questionnaire
incorporates the Schwartz Value Survey (SVS) (Schwartz, 1994) and Rice
(2005) to measure the respective individual values. Items were adapted
from Huang (2001) to measure sophistication of succession planning.
Five-point Likert Scale ranging from (1) strongly disagree to (5)
strongly agree was used to measure the items of personal culture.
Sophistication of succession planning was measured on another five-point
scale ranging from 1 (not at all) to 5 (very large extent).
The list of SMEs in Malaysia was collected from the SMIDEC website,
an SME information and advisory centre. Since the majority of SMEs in
Malaysia operate in Kuala Lumpur (KL) and Selangor, SMEs located in
Selangor and KL areas were the target population for this survey. The
samples were selected from the list based on a simple random sampling
method.
RESULTS AND DISCUSSION
The descriptive statistics of respondents are summarized below.
Demographic data show that the number of male-female respondents is
quite evenly distributed. Male respondents represent 49.5% of those
surveyed and female respondents represent a slightly higher percentage
at 50.5%. Approximately half of the respondents (48.6%) belong to age
category of 21-30. Among those surveyed, majority are from the services
industry (68%). Number of employees and company's annual turnover
are 2 criteria used in the research to define SMEs. Although analysis
results show a few respondents do not satisfy both criteria, for company
to be classified as SME, at least one criterion has to be fulfilled.
Thus, all companies surveyed are qualified as SMEs satisfying either one
or both criteria.
A reliability test was conducted to evaluate the Cronbach's
Alpha values for all dimensions to ensure items grouping for the
respective dimensions have acceptable internal consistency. A summary
descriptive statistics of the dimensions and reliability estimates are
shown in Table 6.
Lower limit of reliability ([alpha] = 0.60) identified by Hair,
Anderson, Tatham and Black (1998) was used in this study. After
performing reliability test, all dimensions for individual cultures and
succession planning have alpha coefficient higher than the lower limit
of acceptability ([alpha] > 0.60), suggesting a high level of
reliability.
Regression Analysis was used in testing for associations between
variables. To test for relationship between individual culture variables
and sophistication of succession planning, multiple regression tests was
conducted.
Table 7 shows the summarized results of the multiple regression
analysis for individual culture and succession planning. The results
show that 5 dimensions of individual culture collectively contribute
significantly to the degree of sophistication of succession planning
(F=10.553; p-value=0.000). [R.sup.2] value of 0.348 indicates that 34.8%
of the variation in succession planning sophistication is explained by
individual culture. Table 5 also shows that only 2 dimensions of
individual culture (Stimulation, Conformity) are significantly related
with sophistication of succession planning while the rest indicate no
significant relationship with dependant variable at 5% significance
level. Therefore H3 and H5 are accepted whereas H1, H2 and H4 are
rejected.
IMPLICATIONS AND CONCLUSIONS
The outcome of this study shows that owner/manager's personal
culture is important in explaining the degree of sophistication of
succession planning adopted by SMEs in Malaysia. Also, the result builds
on past research outcomes concerning succession planning sophistication
and its drivers in small and medium-size enterprises. Theoretically,
this research confirms that individual culture has a direct impact on
the degree of sophistication of succession planning by small firms.
However among the dimensions examined, only certain dimensions (i.e.
stimulation and conformity) show significant relationship with
sophisticated succession planning at 5 percent significance level, while
others either show marginal relationship (e.g. achievement) or are not
statistically associated with sophistication of succession planning
(e.g. self direction and benevolence).
Stimulation is the most important dimension of individual culture
that explains sophisticated succession planning in Malaysian SMEs.
Stimulation deals with varied, exciting and daring nature of the
owner-manager. This means that the degree of sophistication of the
succession plan depends on how willing and daring the owner-manager of
the SME is. In other words, the extent to which the owner-manager is
willing and excited about developing or nurturing his/her subordinates
has an impact on how sophisticated his/her plans for succession would
be. The notion that many managers are not excited about developing
subordinates for fear of losing their place to them has been documented
in the succession planning literature. Due to such insecurity, some
managers shy away from preparing future leaders early enough resulting
in last minute half-hazard training and eventual hand-over to an ill
prepared successor. The consequences of this adhoc, non-systemic
planning range from (on the job) long learning curve to organizational
failure due to incompetent management. Hence, if SMEs wish to deploy a
sophisticated succession plan successfully, CEOs should be excited about
grooming subordinates in a systematic manner. This endeavour, of course
involves an element of risk, which demands some degree of risk-tolerance
and willingness to face challenges on the part of the owner-manager. The
risk element is regarding the possibility of a groomed and ready
successor leaving the organization for a more lucrative appointment
elsewhere just before he/she takes over the helm of affairs. This can
mean a significant loss to the firm in terms of training costs (incurred
on the departing executive), cost of finding a new replacement (and also
training him/her), other costs associated with low productivity of the
(new) replacement especially during the early stages of assuming office
and making the necessary adjustments. On the flip side, the upside of
this is that sophisticated succession planning can minimize the risk of
costly and lengthy search for a new replacement as more than one
successor are usually groomed in a proper sophisticated succession
planning system. Thus, altogether, sophisticated succession planning can
immensely benefit managers who have it in place.
Another significant cultural dimension is conformity. Conformity
deals with politeness, honor, and self-discipline. The import of this
outcome is that owner-managers need discipline and respect for
subordinates, in order to develop sophisticated succession plans.
Politeness towards potential successors and honoring others are key
qualities of managers who have sophisticated succession plan in place.
They recognize that followers especially those next in hierarchy has
what it takes to take over and lead. They see the potential in followers
to assume leadership roles and see themselves as dispensable. A key
reason why many owner-managers do not plan for succession early enough
is to make them indispensable; this may be because of their own
insecure. Consequently, they develop either superiority or inferiority
complex, which discourages them from identifying potential successors
and grooming them. However, polite managers, those that honour others
and those that have self discipline, will plan for succession by
recognizing subordinates that are leadership materials, groom them and
gradually release them into the positions. By the time the incumbent is
finally ready to depart, the successor is already familiar with the new
position and ready to act independently. This ensures continuity and
stability of the enterprise. Hence, CEOs and management executives
should recognize the salience of stimulation and conformity factors to
successfully instate sophistication into their succession plans.
Achievement has a marginal impact on sophisticated succession
planning. Entrepreneurs are known to have a high need for achievement.
This achievement need and need for continuity plausibly explains the
degree of sophistication of succession planning in SMEs. Great achievers
desire continuity of good outcomes, they do not like to live in the
past. For them, each day has its own new opportunities to exploit and
challenges to overcome. Such achievement motivation is shown in the
study as a factor not to ignore why owner-managers of SMEs in Malaysia
plan for succession to a sophisticated degree.
However, individual culture dimensions such as benevolence and
self-direction show no significant association with sophistication of
succession planning, albeit the direction of the estimates are as
predicted. This indicates that succession planning can increase with
benevolence and self direction, but are not major or significant drivers
of the former. Thus, CEOs who are lacking in these values are still able
to design a succession planning system of high sophistication.
The findings of this study have implications for personnel in
charged of succession planning system development in organizations.
Since sophisticated succession planning is allied with good succession
outcome, SMEs should put up detailed succession plans. Our study
indicates that CEOs of firms that deploy sophisticated succession
planning score high in stimulation and conformity and marginally in
achievement need. Such virtues should therefore be encouraged among
executives and included in executive development programmes.
In sum, succession planning is highly rewarding, in many ways.
Depending on the degree of its sophistication, benefits include
personnel development; successful delegation of responsibility;
executive review, auditing and follow-up; management involvement in
succession procedure; assessment and reward for efforts in subordinates
nurture; compiling of information on staffs and job position for
succession and development purposes; discouragement of nepotism and
favouritism; employees motivation through rewarding of achievements,
experiences and ability; and so on. These benefits as the study shows
will accrue to those owners or managers who have sophisticated
succession plans. The study also shows that CEOs who are characterized
by stimulation, conformity and achievement motivation tend to do it
better.
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Nelson Oly Ndubisi, Nottingham University Business School
Table 1: Key Shifts in Succession Planning Model
From To
Groom a backup for each position Develop pools of broadly
qualified candidates; have
position pools
Specialty disciplines in More broadly disciplined
candidates candidates
Business unit autonomy More centralization and
integration of systems and
information
Siloed career growth Cross-boundary fertilization to
develop broader skills and
perspectives
Largely human resources driven Largely line driven
Subjective and informal criteria; Strategic competencies and models
personality/image oriented define success; 360 degree
feedback
Technical competence a key factor Cross-functional management
capability; quick learner; manage
change
Tolerate marginal performers Fewer positions for development
requires removing marginal
blockers
Company directs and controls Individual sets career direction
career
Controlled and confidential Input from multiple sources; more
process open planning and development
process
"Promises" No "Promises"
Focus on training and seminars as Sequential job assignments
primary development vehicle provide primary development
experience supplemented by
specific training
Take advantage of vacancies to Create assignments for
promote candidates development (e.g., exchanges,
trades, special projects)
Promote from within when fully Promote when about 70% qualified;
qualified hire less experienced talent at
every entry level
Source: Metz, (1998)
Table 2: Individual Value Structure Theory
Value Type Defining Goal
Self-direction Independent thought and action--choosing, creating,
exploring
Stimulation Excitement, novelty, challenge in life
Hedonism Pleasure or sensuous gratification for oneself
Achievement Personal success though demonstrating competence
according to social standards
Power Social status and prestige, control or dominance
over people and resources
Security Safety, harmony, and stability of society, of
relationships and of self
Conformity Restraint of actions, inclinations and impulses
likely to upset or harm others and violate social
expectations or norms
Tradition Respect, commitment, and acceptance of the customs
and ideas that one's culture or religion provides
Benevolence Preserving and enhancing the welfare of those with
whom one is in frequent contact ("in-group")
Value Type Value Items
Self-direction Creativity, Freedom, Choosing own goals, curious,
Independent
Stimulation A varied life, An exciting life, Daring
Hedonism Pleasure, Enjoying life, Self-indulgent
Achievement Ambitious, Successful, Capable, Influential
Power Authority, Wealth, Social power
Security Social order, Family security, National security,
Clean, Reciprocation of favours, Healthy
Conformity Obedient, Self-discipline, Politeness, Honouring
parents and elders
Tradition Respect for tradition, Humble, Devout, Accepting my
portion in life, Moderate
Benevolence Helpful, Honest, Forgiving, Responsible, Loyal, True
Friendship, Mature Love
Source taken from: Rice, 2005
Table 3: Dimensions of Individual Culture
Selected Dimensions Reasons
Achievement Directors with high achievement scores would
want better chance of good succession planning
development, thus they would take necessary
steps to ensure that plan is carried out
smoothly.
Benevolence With high benevolence culture, potential
candidates are more likely to get promoted as
the director is willing to overlook minor
mistakes. Therefore, higher chance for better
succession outcome.
Stimulation Flexible, creative and adventurous directors who
Self Direction are more adaptable to constant environment
changes are presumed to lead a good outcome in
succession planning.
Conformity Directors with self-restriction and order would
follow rules accordingly when it comes to
succession planning. Thus highly formalized
procedures will be followed.
Table 4: Dimensions and Items of the Variables
Variables Dimensions Items
Independent Variable
Individual Culture Conformity Politeness, Honor,
Obedience,
Self-discipline
Achievement Ambitious, Successful,
Capable, Influential
Self-direction Creativity, Freedom,
Choosing own goals,
Curious, Independent
Benevolence Helpful, Honest,
Forgiving, True
Friendship,
Responsible
Stimulation Varied Life, Exciting
Life, Daring
Dependent Variable
Succession planning Sophistication degree Extent to which
of succession procedures of
planning succession and
managerial personnel
development are
formalized
Extent to which
employees and
organizational units
delegated
responsibility for
succession planning
Extent to which
auditing and follow-up
are exercised in
executive review
process
Extent to which higher
level management are
involved in succession
procedure
Extent to which
departmental leaders
are being assessed and
rewarded for efforts
in subordinates
nurture
Extent to which
compiling of
information on staffs
and job position for
succession and
development purposes
are undertaken.
Extent to which
decision for promotion
is on personal
connections and
network ties basis
Extent to which
selection for
promotion is on past
achievements,
experiences and
ability basis
Members of succession
planning are viewed as
credible and capable
in job performance
Amount of time CEO
dedicates to handling
succession issues
Adapted from: Huang (2001); Rice (2005); Schwartz (1994)
Table 5: Profiles of respondents and Firms
Profile Descriptions Frequency
Gender of respondent Male 52
Female 53
Total 105
Age of respondent 21-30 51
31-40 33
41-50 12
51 and above 9
Total 105
Primary business Manufacturing 37
activities Services 68
Total 105
Number of employees Less than 5 10
5-50 72
51-150 15
150 and above 8
Total 105
Company's annual Less than RM 1 million 27
turnover RM 1 million to RM 5 million 40
RM 5.1 million to RM 25 million 28
More than RM 25 million 10
Total 105
Profile Descriptions Percent (%)
Gender of respondent Male 49.5
Female 50.5
Total 100
Age of respondent 21-30 48.6
31-40 31.4
41-50 11.4
51 and above 8.6
Total 100
Primary business Manufacturing 4.8
activities Services 39
Total 100
Number of employees Less than 5 9.5
5-50 68.6
51-150 14.3
150 and above 7.6
Total 100
Company's annual Less than RM 1 million 25.7
turnover RM 1 million to RM 5 million 38.1
RM 5.1 million to RM 25 million 26.7
More than RM 25 million 9.5
Total 100
Table 6: Descriptive statistics and reliability estimates
Dimensions Number of Mean Standard Cronbach's
items Deviation alpha
Individual culture
Conformity 4 4.073 0.621 0.812
Achievement 4 3.973 0.627 0.834
Self-direction 5 4.114 0.554 0.826
Benevolence 5 4.200 0.538 0.851
Stimulation 3 3.701 0.613 0.739
Succession Planning
Sophistication Degree 15 3.857 0.416 0.855
of Succession Planning
Note: N = 105
Table 7: Relationship between Individual Culture and Sophistication of
Succession Planning
Independent Variables Beta Coefficients t-value (p-value)
Self-direction -0.174 -1.305 (0.195)
Stimulation 0.294 2.628 (0.01)
Conformity 0.27 2.516 (0.013)
Achievement 0.237 1.938 (0.055)
Benevolence 0.108 0.954 (0.343)
Notes: [R.sup.2] = 0.348; F = 10.553; Sig F = 0.000 * p<0.05
