Explanation and Design of a Model of Inhibiting and Driving Factors of Succession Planning Programs (Case Study: Astan Quds Razavi Scientific and Cultural Organization)

Abstract

The present study aims to identify and explain the driving and inhibiting factors of succession planning in the Astan Quds Razavi Scientific and Cultural Organization. This study employed a qualitative research method using a grounded theory approach. The statistical population consisted of 20 managers and experts involved in human resources who were selected purposefully. Data were collected through in-depth semi-structured interviews and analyzed through three stages of open, axial, and selective coding. The findings indicated that the causal preconditions of succession planning can be categorized into two dimensions: “knowledge-based” and “strategic,” encompassing elements such as needs assessment, targeted training, defining missions and clear objectives, and career path planning. Driving factors were identified in ten groups including training, feedback, motivation, supportive culture, and the use of technology. In contrast, six categories of inhibiting factors were determined, such as inadequate training, limited resources, motivational and structural barriers, and strategic and operational challenges. Moreover, effective strategies were extracted in six domains, including evaluation, talent identification, empowerment, knowledge management, planning, and organizational behavior. In addition, contextual factors and intervening conditions with dual effects on the succession planning process were identified. The results showed that achieving successful succession planning requires simultaneous management of drivers and barriers as well as aligning models with the organization’s cultural and structural context.