Abstract
In small to medium enterprise (SME) hospitality organizations, some CEOs overlook succession planning as a strategic imperative. This article presents a conceptual framework and literature review of a study that identified issues and potential contributors to the problem of challenges some leaders face with CEO succession planning in hospitality organizations. Currently, in the leadership literature, there is not a study that examines the problem especially as it relates to the hospitality industry. The literature was examined in alignment with three concepts that cascaded from the problem: a) succession planning leads to organization sustainability, b) SME CEOs manage organization strategic vision, and c) succession planning prepares internal potential leaders. The literature was also surveyed for insights of human capital theory as it related to the study. Four constructs were also explored: a) strategic vision, b) organization culture, c) knowledge transfer, and d) organization sustainability. The writer integrated a Christian worldview with emphasis upon how Jesus executed a perfect succession plan through His appointment and training of His 12 disciples. The goal of this literature review was to reveal an existing gap in the literature regarding SME CEO behaviors related to succession planning as part of a strategic plan within hospitality organizations and thus to reveal further opportunities for research on this important topic. Hospitality industry SME CEOs could strengthen their organizations’ sustainable future from the information revealed in this conceptual framework and literature review.
Recommended Citation
Mazzei, Denise
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"CEO Succession Planning Challenges in Hospitality Industry SMEs: A Conceptual Framework and Literature Review,"
Journal of Fundamental & Applied Business Research: Vol. 4, Article 6.
Available at:
https://digitalcommons.liberty.edu/jbr/vol4/iss1/6