Assessing the influence of succession planning on long-term success in selected organizations in Arusha City, Tanzania

Kipara Japhert Kipara

doi:10.51867/AQSSR.3.1.8

Authors

Kipara Japhert Kipara Institute of Accountancy Arusha, Arusha, Tanzania Author https://orcid.org/0009-0000-6833-9690

DOI:

https://doi.org/10.51867/AQSSR.3.1.8

Keywords:

Leadership Development, Leadership Continuity, Organizational Success, Succession Planning

Abstract

This study assessed the influence of succession planning practices on long-term organizational success in Arusha City, Tanzania. The study adopted a cross-sectional research design, comprising 375 respondents in Arusha City. The sampling techniques used were stratified and purposive sampling techniques to obtain a diverse representative sample. The study utilized a closed-ended questionnaire to collect data from the respondents. The collected data were analyzed descriptively and inferentially by means of SPSS Version 26.0 software. The study was guided by the resource-based view and human capital theories; the findings revealed that 201 (53.6%) of the respondents perceived low implementation of succession planning. Findings further indicate a moderately strong positive relationship (R = 0.552), with succession planning accounting for 30.4% of the variance in organizational success. Regression analysis showed a significant positive effect (β = 0.521, p < .001), indicating that effective succession planning fosters leadership continuity, career advancement, and the attainment of organizational objectives. This study concludes that succession planning practices are low in surveyed organizations. Based on these findings, this study recommends that organizations should develop good succession planning practices, develop leaders, and provide mentorship programs to realize long-term organizational success.

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