Leadership Succession Planning In International Mergers And Acquisitions In Central And Eastern Europe

Adrian Grosu () and Doru-Cristian Coretchi ()
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Adrian Grosu: Academy of Economic Studies, Bucharest, Romania
Doru-Cristian Coretchi: Academy of Economic Studies, Bucharest, Romania

Journal of Knowledge Management, Economics and Information Technology, 2011, vol. 1, issue 4, 9

Abstract: In today’s business environment characterized by near-constant change, where international acquisitions and investments picking up the pace modify the configuration of existing organizations, the management of the risk associated with planned and unplanned departures in key positions, the prevention of loss of knowledge and relationships that reside with key employees or simply managing the impact of demographics shifts in the workplace are business imperatives that executives can no longer afford to ignore. Leadership development and succession planning in a dynamic environment is an ongoing process and requires more a special attention to support the organization’s mission and goals. The paper discusses the implications of M&A’s led changes and how HR leaders can create the right approach to help their organizations sustain the leadership bench necessary to help addressing these imperatives these business risks and support business growth.

Keywords: Mergers and Acquisitions; Human Resources; succession planning; high-potential talent; leadership competency model; leadership development; organizational change (search for similar items in EconPapers)
JEL-codes: G34 L22 O15 (search for similar items in EconPapers)
Date: 2011
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Persistent link: https://EconPapers.repec.org/RePEc:spp:jkmeit:1141

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