How top management and the organization itself can block effective executive succession
通过两家公司的案例，分析文化、战略、结构等设计特征如何阻碍或促进有效的继任规划，并指出将继任系统与组织设计整合能提升继任活动和整体业务的价值。
Abstract Some organizations are able to do effective succession planning that is linked to corporate objectives, while others fail. This article examines the culture, strategy, structure, and other design features of two companies in order to elucidate the barriers to and facilitators of effective succession. An organization‐centered approach that integrates the succession system with the organization's design can add value both to succession activities and overall business functioning.