Dilemmas in linking succession planning to individual executive learning
探讨了将高管选拔与个人发展相结合的问题，分析了组织继任系统的三个阶段，指出多数高管培训侧重任务学习而非个人学习，并建议加强个人学习以更好地整合战略继任规划。
Abstract This paper examines the issue of linking the selection of top‐level executives with the development of these people. It first describes three stages in an organization's development of a succession system which promotes the attainment of a firm's objectives: 1) oneposition staffing, 2) replacement planning, and 3) succession planning. Then we examine the other piece to be connected to succession planning: executive learning. It is argued that most planned executive development is aimed at task learning, not personal learning. Consistent with this condition, most executive education activities overstress classroomstyle receptive methods, while neglecting active learning. Reasons for this state of affairs are proposed. The paper concludes with recommendations for enhancing personal learning for executives and for better integrating this learning with the strategic succession planning of the organization. This sort of strategic approach to executive succession is seen as the “acid test” in a firm's strategic planning process.