Effect of succession management on business continuity of community-based organizations in Kitui County, Kenya

Abstract

Continuity challenges have been blamed on improper succession management, poor access to funding, and withdrawal of donors more so after COVID-19 and unresolved conflicts among others. Several research works have been carried out regarding succession management but they have failed to adequately address the context of business continuity in CBOs despite the deplorable situation of CBOs. This study sought to examine the effects of succession management on the continuity of Community-based organizations in Kitui County, Kenya. The study was guided by the following specific research objectives; to determine the effect of knowledge succession, leadership succession, cultural succession, and talent succession on business continuity in community-based organizations in Kitui County. The anchoring theory that guided the study was The Social Exchange theory supported by the Schamer’s U theory, the Human Capital theory, and the Trait Leadership theory. A descriptive cross-sectional survey was used in this project. The target population was 228 CBOs in Kitui County. The study sampled 145 participants, who were chairpersons of the CBOs in Kitui County. Data for this research was obtained using a semi-structured questionnaire and analyzed through the use of descriptive and inferential analysis methods while findings were presented in figures and tables. The response rate was at 88% where 128 questionnaires were returned out of 145 administered. The study carried out descriptive and inferential statistics included. The study showed a beta of 0.303 which was associated with a p-value of 0.004 between knowledge succession and business continuity, a beta value of 0.583, and a p-value of 0.000 between leadership succession and business continuity, a beta of 0.121, and a p-value of 0.202 between cultural succession and business continuity and a beta of 0.622 and a p-value of 0.000 was observed between talent succession and business continuity. The study concluded that knowledge succession, leadership succession, and talent succession had a significant effect on the continuity of CBOs in Kitui County. However cultural succession did not have a significant effect on continuity. The study recommended that local authorities should develop and implement policies to guide CBOs in establishing knowledge succession programs, focusing on capacity-building and creating knowledge repositories. Further, leadership succession plans should be formalized, with training and resources provided for effective leadership transitions. Additionally, policymakers should ensure cultural succession practices that align with CBO goals and promote transparency and communication. Moreover, CBOs should prioritize talent succession planning and employee retention to ensure long-term stability and success. The research should explore CBO succession management in diverse contexts and consider additional variables like risk management. Lastly, the study recommended that top managers should invest in structured mentorship programs and enhance cross-training for knowledge succession.