BINDURA UNIVERSITY OF SCIENCE EDUCATION 

FACULTY OF COMMERCE 

GRADUATE SCHOOL OF BUSINESS 

MASTERS IN BUSINESS LEADERSHIP 

 

INVESTIGATING THE ROLE OF ORGANISATIONAL CULTURE ON THE 

EFFECTIVENESS OF SUCCESSION PLANNING IN STATE OWNED 

ENTERPRISES: A CASE STUDY OF TELONE PRIVATE LIMITED 

 

BY 

 

CAINOS TAMANIKWA 

 

SUPERVISOR: DOCTOR SITHOLE 

 

A DISSERTATION SUBMITTED TO THE BINDURA UNIVERSITY OF SCIENCE 

EDUCATION IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR A 

MASTER OF LEADERSHIP AND CORPORATE GOVERNANCE (MLC) DEGREE 

QUALIFICATION 

 

BINDURA, ZIMBABWE 

 

NOVEMBER 2023 

  



 
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APPROVAL FORM 

 

The undersigned certify that they have read and recommended to Bindura University of Science 

Education (BUSE) for acceptance a Dissertation entitled ‘INVESTIGATING THE ROLE OF 

ORGANISATIONAL CULTURE ON THE EFFECTIVENESS OF SUCCESSION 

PLANNING IN STATE OWNED ENTERPRISES: A CASE STUDY OF TELONE 

PRIVATE LIMITED’ by Cainos Tamamnikwa in partial fulfilment of the requirements for 

the degree of Master of Leadership and Corporate Governance (MLC). 

 

 

Signature:     Date:   16 June 2023 

 

Cainos Tamanikwa 

 

Student 

 

 

…..Signature:    Date:    

 

Supervisor 

 

 

DR J MWENJE…………………...……… Signature: ………………… Date:  

GSB Director  

 

 

…………………………………...……… Signature: ………………… Date: 

……………….. 

Faculty Chairperson 

 

…………………………………...……… Signature: ………………… Date: 

……………….. 

External Examiner 



 
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RELEASE FORM 

 

NAME OF AUTHOR:           CAINOS TAMANIKWA   

 

TITLE OF DISSERATION: ‘INVESTIGATING THE ROLE OF 

ORGANISATIONAL CULTURE ON THE 

EFFECTIVENESS OF SUCCESSION PLANNING IN 

STATE OWNED ENTERPRISES: A CASE STUDY 

OF TELONE PRIVATE LIMITED’ 

 

DEGREE: MASTER OF LEADERSHIP AND CORPORATE 

GOVERNANCE 

 

YEAR DEGREE AWARDED: 2023 

 

Permission is hereby granted to the Bindura University of Science Education Library to 

produce copies of this dissertation for private, scholarly, or scientific research purposes. The 

author reserves other publication rights for the dissertation or extensive extracts from it to be 

printed or otherwise reproduced without the author’s written permission. 

 

Signature:                                Date:  

 

Permanent Address:  

  

E-mail:  

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DECLARATION 

 

I, Cainos Tamanikwa, do hereby declare that this dissertation is a result of my own 

investigation and research, except to the extent indicated in the acknowledgments, 

bibliography, references, and comments included in the body of the report, and that it has not 

been submitted in part or in full for any other degree to any other university. 

 

 

 

             

STUDENT SIGNATURE     DATE 

  



 
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DEDICATION 

 

It took great commitment and time to come up with this research. I acknowledge the assistance 

I got from friends and colleagues. The process took a lot of my family time and I would want 

to thank my wife and kids for being supportive. I also acknowledge the assistance I got from 

Engineer Chidochangu Gumbie who was a fellow MLC student but working at TelOne Ltd. 

She made access a bit more easier and also helped in distribution and collection of some of the 

questionnaires. The direction from scholars M Muduva as well as wise guidance from the late 

Dr Sithole and Prof Dandira cannot go unappreciated.   

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



 
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ACKNOWLEDGEMENTS 

 

I wish to acknowledge the efforts of my supervisor to guide me as well as my fellow candidates. 

It is also important to acknowledge the participants of the study for their feedback on the 

survey, which provided answers for this research.  

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



 
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ABSTRACT 

 

This study examined the role of organizational culture on the effectiveness of succession 

planning in state-owned enterprises, using TelOne Private Limited as a case study. The research 

aimed to understand how organizational culture influenced talent development, learning 

environment, and succession planning processes in the context of state-owned enterprises. A 

mixed-methods approach was employed, involving surveys and interviews to collect data. The 

surveys gathered information on organizational culture, succession planning practices, and 

employee perceptions, while the interviews provided qualitative insights from key 

stakeholders. The collected data was analysed using descriptive and inferential statistics, 

correlation analysis, regression tests, and multivariate regression analysis. The results revealed 

the then-current state of organizational culture, succession planning practices, and their 

interplay at TelOne Private Limited. The findings showed the elements of organizational 

culture that contributed to successful succession planning and highlighted the challenges faced 

by state-owned enterprises. The research emphasized the significance of aligning 

organizational culture with succession planning efforts and provided insights into best practices 

for enhancing succession planning effectiveness. The implications of this study contributed to 

the body of knowledge on organizational culture and succession planning in state-owned 

enterprises, suggesting practical strategies for improving talent development, organizational 

performance, and future research opportunities in the sector. 

 

 

 

 

 

 

 

 

 

 



 
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TABLE OF CONTENTS 

 

APPROVAL FORM ................................................................................................................. i 

RELEASE FORM .................................................................................................................... ii 

DECLARATION.................................................................................................................... iii 

DEDICATION......................................................................................................................... iv 

ACKNOWLEDGEMENTS .................................................................................................... v 

ABSTRACT ............................................................................................................................. vi 

LIST OF TABLES .................................................................................................................. xi 

LIST OF FIGURES ............................................................................................................... xii 

CHAPTER ONE: INTRODUCTION .................................................................................... 1 

1.0 Introduction ............................................................................................................... 1 

1.1 Background of the study ........................................................................................... 1 

1.2 Statement of the research problem .......................................................................... 3 

1.3 Research objectives ................................................................................................... 4 

1.3.1 Main Objective ................................................................................................... 4 

1.3.2 Specific Objectives ............................................................................................. 4 

1.4 Research questions .................................................................................................... 4 

1.4.1 Main research question ..................................................................................... 4 

1.4.2 Specific Questions .............................................................................................. 5 

1.6 Research assumptions ............................................................................................... 5 

1.7 Purpose of the study .................................................................................................. 6 

1.8 Significance of the study ........................................................................................... 6 

1.8.1 Significance to Theory ............................................................................................. 6 

1.8.2 Significance to Academia ........................................................................................ 7 

1.8.3 Significance to Practice ........................................................................................... 7 

1.9 Delimitations of the study ......................................................................................... 8 

1.10 Definition of terms ..................................................................................................... 9 

1.11 Organisation of the study ....................................................................................... 10 

1.12 Chapter summary ................................................................................................... 11 

CHAPTER TWO: LITERATURE REVIEW ..................................................................... 12 

2.0 Introduction ............................................................................................................. 12 

2.1 Definitions ................................................................................................................ 12 



 
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2.1.1 Organizational Culture ................................................................................... 12 

2.1.2 Effectiveness of State-Owned Enterprises ..................................................... 13 

2.1.3 Employee Behavior and Performance ........................................................... 14 

2.2 To establish the current organisational culture in state owned enterprises ...... 15 

2.3 Elements of organisational culture that contribute to the effectiveness of 

succession planning in state owned enterprises ............................................................... 16 

2.3.1 Leadership's role in fostering a culture of talent development and succession 

planning ........................................................................................................................... 19 

2.3.2 Influence of organisational structure and decision-making processes on 

succession planning......................................................................................................... 20 

2.3.3 Impact of employee engagement and participation on succession planning 

effectiveness ..................................................................................................................... 22 

2.4 Impact of organisational culture on succession planning effectiveness in the 

context of state-owned enterprises .................................................................................... 24 

2.5 Theoretical Framework .......................................................................................... 25 

2.6 Conceptual framework ........................................................................................... 28 

2.7 Empirical Studies .................................................................................................... 30 

2.7.1 Global Perspective ................................................................................................. 30 

2.7.2 African Perspective ................................................................................................ 31 

2.7.3 Zimbabwean Perspective ...................................................................................... 31 

2.8 Chapter summary ................................................................................................... 32 

CHAPTER THREE: RESEARCH METHODOLOGY .................................................... 33 

3.0 Introduction .................................................................................................................. 33 

3.1 Research Design....................................................................................................... 33 

3.2 Research Philosophy .................................................................................................... 34 

3.3 Research Approach ...................................................................................................... 36 

3.4 Research Strategy ......................................................................................................... 36 

3.5 Research Population .................................................................................................... 37 

3.6 Sampling Frame ...................................................................................................... 39 

3.7 Sampling Procedures .............................................................................................. 40 

3.8 Data Collection methods ......................................................................................... 41 

3.9 Pilot study................................................................................................................. 42 

3.10 Ethical Considerations ............................................................................................ 43 



 
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3.11 Data Presentation and Analysis ............................................................................. 43 

3.12 Limitations ............................................................................................................... 44 

3.13 Recommendations for Improvement ..................................................................... 45 

3.14 Chapter Summary ................................................................................................... 46 

CHAPTER FOUR: FINDINGS, DATA PRESENTATION AND ANALYSIS ............... 47 

4.0 Introduction ............................................................................................................. 47 

4.1 Response rate ........................................................................................................... 47 

4.2  Reliability tests........................................................................................................ 48 

4.3 Demographics .......................................................................................................... 51 

4.3.1 Gender ............................................................................................................... 51 

4.3.2 Age distribution ................................................................................................ 52 

4.3.3 Education level ................................................................................................. 53 

4.3.4 Experience level ................................................................................................ 54 

4.4 Descriptive statistics ................................................................................................ 55 

4.4.1 To establish the current state of succession planning at TelOne Private Limited 

and its role on the organisation's effectiveness. ........................................................... 55 

4.4.2 To ascertain the role of organisational culture in succession planning at 

TelOne Private Limited.................................................................................................. 57 

4.4.3 To determine the elements of organisational culture that contribute to the 

effectiveness of succession planning at TelOne Private Limited ................................ 58 

4.4.4 To establish the effectiveness of succession planning at TelOne Private 

Limited 61 

4.5 Inferential statistics and hypothesis testing ............................................................... 62 

4.5.1 Correlation analysis ......................................................................................... 62 

4.6 Regression tests ............................................................................................................. 64 

4.7 Multi-collinearity tests ............................................................................................ 68 

4.8 MANOVA ................................................................................................................ 69 

4.8.1 Multivariate regression analysis – Overall organisational culture and 

Succession Planning ........................................................................................................ 69 

4.8.2 Multivariate regression analysis – Overall organisational culture constructs vs 

succession planning Performance ................................................................................. 71 

4.9 Chapter summary ........................................................................................................ 73 

CHAPTER FIVE: SUMMARY, CONCLUSIONS AND RECOMMENDATIONS ....... 75 



 
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5.0 Introduction ............................................................................................................. 75 

5.1 Summary of findings ............................................................................................... 75 

5.1.1 To establish the current organisational culture at TelOne Private Limited 

and its role on the organisation's effectiveness ............................................................ 76 

5.1.2 To investigate the role of organisational culture in succession planning at 

TelOne Private Limited.................................................................................................. 76 

5.1.3 To determine the elements of organisational culture that contribute to the 

effectiveness of succession planning at TelOne Private Limited ................................ 77 

5.1.4 To establish the effectiveness of succession planning at TelOne Private 

Limited 77 

5.2 Conclusions of the study ......................................................................................... 78 

5.2.1 To establish the current organisational culture at TelOne Private Limited 

and its role on the organisation's effectiveness ............................................................ 78 

5.2.2 To investigate the role of organisational culture in succession planning at 

TelOne Private Limited.................................................................................................. 79 

5.2.3 To determine the elements of organisational culture that contribute to the 

effectiveness of succession planning at TelOne Private Limited ................................ 79 

5.2.4 To establish the effectiveness of succession planning at TelOne Private 

Limited 79 

5.3 Recommendations for the study............................................................................. 79 

5.4 Recommendations for future studies ..................................................................... 80 

REFERENCES ....................................................................................................................... 82 

APPENDIX A: SURVEY INSTRUMENT .......................................................................... 86 

APPENDIX B: PLAGIARISM REPORT ........................................................................... 91 

 

 

 

 

 

 

 

 

 



 
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LIST OF TABLES  

 

Table 3.1: Overview of the research population........................................................................37 

Table 3.2: Process of selecting participants from each level through stratified sampling........38 

Table 4. 1: Response rate..........................................................................................................47 

Table 4. 2: Reliability tests results.............................................................................................49 

Table 4.3: Reliability Statistics.................................................................................................50 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



 
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LIST OF FIGURES 

 

Figure 2.1: Conceptual framework of the proposed..................................................................29 

Figure 4. 1: Gender distribution results.....................................................................................51 

Figure 4. 2: Age distribution results..........................................................................................52 

Figure 4. 3: Education level......................................................................................................53 

Figure 4. 4: Experience level.....................................................................................................54 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



 
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CHAPTER ONE: INTRODUCTION 

 

1.0 Introduction  

 

This chapter introduces the topic of the study, which is the role of organisational culture on the 

effectiveness of succession planning in state-owned enterprises. Organisational culture refers to 

the shared values, beliefs, and practices that shape the behaviour and identity of an organisation. 

It plays a crucial role in influencing employee motivation, job satisfaction, and overall 

organisational success. State-owned enterprises are organisations that are owned and controlled by 

the state or government entities. These enterprises have unique characteristics and operate in areas 

such as telecommunications, internet services, software development, and IT infrastructure. 

 

1.1 Background of the study 

 

The field of organizational culture and succession planning has witnessed significant progress over 

time, with researchers uncovering valuable insights and identifying areas that require further 

attention. Scholars have explored the concept of organizational culture, defined as a pattern of 

shared assumptions that shape an organization's identity and guide its members' actions (Schein, 

2020; Denison, 2021). Through studies on values, norms, symbols and communication patterns, 

researchers have gained insights into the underlying values and beliefs that influence decision-

making, employee behavior, and organizational performance. 

 

State-owned information communication technology (ICT) enterprises, which are owned and 

controlled by the government, play a crucial role in the development and provision of ICT services 

within a country (Liu & Wang, 2018). These organizations operate in telecommunications, internet 

services, software development, and IT infrastructure. While state ownership offers advantages 

such as access to government resources and regulatory support, it also presents challenges related 

to agility, innovation, and responsiveness (Wang & Yang, 2019). Succession planning is a strategic 

process undertaken by organizations to identify, develop, and prepare individuals for key 

leadership positions (Rothwell, 2021). Effective succession planning is crucial for organizational 

success, ensuring stability, performance, and a smooth transition of leadership. 



 
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The effectiveness of succession planning in state-owned enterprises is influenced by organizational 

culture. Research has shown that positive cultures that promote talent development and provide a 

conducive learning environment enhance the effectiveness of succession planning (Suwaidi et al., 

2020). In Asian countries, such as Japan and South Korea, where a strong emphasis is placed on 

continuous learning and skill development, succession planning strategies are designed to identify 

and nurture future leaders within the organization. These cultures prioritize the cultivation of talent 

and provide extensive training and development programs to prepare individuals for leadership 

roles. 

 

In Guam, a small island territory in Oceania, the cultural values of innovation and risk-taking play 

a significant role in shaping succession planning approaches. Research by Ho et al. (2021) has 

highlighted how the culture of embracing innovation and taking calculated risks leads to proactive 

succession planning in state-owned enterprises. Organizations in Guam actively seek out and 

groom promising individuals who demonstrate a strong entrepreneurial spirit and a willingness to 

explore new ideas. This forward-thinking approach ensures a smooth transition of leadership and 

promotes organizational resilience in the face of changing circumstances. 

 

In Panama, a culture that emphasizes seniority and experience significantly influences succession 

planning practices in state-owned enterprises. The cultural value placed on respect for seniority 

and accumulated experience leads to the promotion and development of internal candidates for 

leadership positions. Through mentorship programs and structured career paths, individuals with 

extensive tenure within the organization are identified and prepared for future leadership roles. 

Similarly, in Brazil, a country known for its dynamic business environment, a culture of 

developing internal employees takes precedence in succession planning. Suwaid and Jabeen 

(2021) highlight how organizations in Brazil prioritize the cultivation of talent from within to 

ensure continuity and stability in leadership, promoting long-term organizational success. 

 

In Europe, different countries exhibit unique cultural traits that influence their approaches to 

succession planning in state-owned enterprises. In Britain, a strong emphasis is placed on 

accountability and transparency, which translates into effective succession planning processes. 

Ahmad et al. (2021) found that state-owned enterprises in Britain prioritize the identification of 



 
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high-potential individuals and focus on structured development programs to groom them for 

leadership positions. This commitment to transparency and accountability ensures that the 

selection and development of future leaders are based on merit and aligned with organizational 

goals. On the other hand, in Germany, a culture of knowledge transfer and experience sharing 

prevails. Smooth leadership transitions are facilitated by comprehensive knowledge management 

systems and mentoring programs that enable the transfer of expertise from outgoing leaders to 

their successors, ensuring continuity and preserving the organization's accumulated wisdom. 

 

However, challenges exist in implementing effective succession planning in other countries. 

Political instability, governance issues, and a lack of transparency hinder succession planning in 

Cameroon's state-owned enterprises (Okoh and Worlu, 2021). Kenyan state-owned enterprises 

struggle due to the absence of well-defined processes and frameworks for succession planning 

(Njiru, 2022). Insufficient investment in talent development programs and leadership training 

hampers succession planning efforts in Ghana's telecommunications public entities (Mwangi, 

2019). Limited awareness and understanding of the importance of succession planning contribute 

to failures in Mozambican state-owned enterprises (Chinhoi, 2022). 

 

To contribute to this field of research, the study examined the influence of organizational culture 

on the effectiveness of succession planning in TelOne Private Limited, a state-owned enterprise in 

Zimbabwe's telecommunications sector (Maune, 2022). The study investigated the company's 

culture, its impact on succession planning processes, and identify areas for improvement. 

Understanding the relationship between organizational culture and succession planning in this 

context, provided valuable insights that can enhance the effectiveness and efficiency of succession 

planning in state-owned enterprises.  

 

1.2 Statement of the research problem  

 

Succession planning is crucial for state-owned enterprises like TelOne Private Limited in 

Zimbabwe, ensuring smooth leadership transitions and organizational stability (Smith, 2017; 

Johnson et al., 2019). However, the effectiveness of succession planning is influenced by factors 

such as organizational culture (Brown & Lee, 2018), and state-owned enterprises globally face 



 
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challenges that hinder their succession planning practices (Jones & Garcia, 2021). TelOne Private 

Limited experiences gaps in its approach to succession planning, including limited talent 

development, transparency issues, fairness concerns, and potential employee engagement 

problems (Maiwasha, 2022; Tapera, 2023). These challenges negatively impact the organization 

and stakeholders, leading to leadership gaps, reduced performance, and instability (Chen et al., 

2020; Li & Wang, 2021). This study aims to investigate the role of organizational culture in 

shaping succession planning outcomes in TelOne Private Limited and other state-owned 

enterprises, seeking to identify strategies for improvement (Mukono, 2020; Mukuze, 2021). 

Addressing limitations in talent development, transparency, and employee engagement is crucial 

for effective succession planning in these organizations (Maiwasha, 2022; Tapera, 2023).  

 

1.3 Research objectives  

 

1.3.1 Main Objective 

 

To investigate the influence of organisational culture on the effectiveness of succession planning 

in state owned enterprises. 

 

1.3.2 Specific Objectives 

 

1. To establish the current organisational culture at TelOne Private Limited.  

2. To investigate the role of organisational culture in succession planning at TelOne Pvt 

Limited. 

3. To determine the elements of organisational culture that contribute to the effectiveness of 

succession planning at TelOne Private Limited. 

4. To establish the effectiveness of succession planning at TelOne Private Limited.  

 

1.4 Research questions  

 

1.4.1 Main research question 

 



 
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What is the influence of organisational culture on the effectiveness of succession planning in state-

owned enterprises? 

 

1.4.2 Specific Questions 

 

The specific research questions of this study are:  

 

i. What are the prevalent values, beliefs, and norms within TelOne Private Limited's 

organizational culture, and how do they affect the organization's overall effectiveness? 

ii. How does the organizational culture at TelOne Private Limited influence the development, 

implementation, and outcomes of succession planning initiatives? 

iii. Which specific elements or cultural characteristics within TelOne Private Limited's 

organizational culture are most influential in facilitating successful succession planning? 

iv. What are the key indicators and measures that can be used to assess the effectiveness and 

outcomes of succession planning efforts at TelOne Private Limited? 

 

1.6 Research assumptions  

 

The study was guided by the following assumptions:  

 

 There is a relationship between the organizational culture of state-owned enterprises and their 

overall effectiveness. This assumption suggests that the organizational culture of state-owned 

enterprises, including TelOne Private Limited, plays a significant role in determining their 

overall effectiveness. 

 The organizational culture of TelOne Private Limited influences employee behavior and 

performance. This assumption implies that the organizational culture within TelOne Private 

Limited shapes the attitudes, values, and behaviors of its employees, which in turn affects their 

individual and collective performance. 

 The alignment between the organizational culture and the goals of TelOne Private Limited 

impacts its effectiveness. This assumption posits that when the organizational culture of 



 
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TelOne Private Limited aligns with its strategic goals and objectives, it contributes to the 

overall effectiveness of the organization. 

 

1.7 Purpose of the study  

 

The purpose of the study is to investigate the role of organisational culture on the effectiveness of 

state-owned enterprises succession planning. Succession planning is crucial for state-owned 

enterprises like TelOne Private Limited, as it ensures a smooth transition of key roles and 

responsibilities to future leaders. The study intends to investigate the specific cultural factors 

within TelOne Pvt Limited that influence the success or failure of their succession planning efforts. 

 

1.8 Significance of the study  

 

The significance of this study lies in its contribution to theory, academia, and practice in the field 

of organisational behavior, human resource management, and succession planning in state-owned 

enterprises. By examining the role of organisational culture on the efficacy of succession planning, 

with a specific focus on TelOne Private Limited, this research sheds light on the relationship 

between these two critical factors. The findings of this study have the potential to provide valuable 

insights that expand existing theories, enrich academic knowledge, and offer practical implications 

for organisations seeking to optimize their succession planning practices. Understanding how 

organisational culture influences succession planning effectiveness can lead to improved 

leadership transitions, enhanced organisational performance, and long-term success. 

 

1.8.1 Significance to Theory 

 

The study examining the role of organisational culture on the efficacy of succession planning in 

state-owned enterprises, specifically focusing on the case of TelOne Private Limited, holds 

significant importance to theory. By investigating the relationship between organisational culture 

and succession planning effectiveness, this study has the potential to contribute valuable insights 

and expand existing theories in the field. Understanding how organisational culture influences 

succession planning can enhance the business leaders’ comprehension of the factors that determine 



 
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successful leadership transitions in state-owned enterprises. The findings of this research can 

inform and strengthen theoretical frameworks related to succession planning, organisational 

culture, and their interconnectedness, providing a basis for further exploration, refinement, and 

development of theories in this domain.  

 

1.8.2 Significance to Academia 

 

Through its investigation of the relationship between organisational culture and succession 

planning effectiveness, this research contributes to the existing academic knowledge in the field 

of organisational behaviour and human resource management. It offers a case study analysis that 

can serve as a valuable resource for researchers and scholars studying the dynamics of succession 

planning in state-owned enterprises. The findings of this study can provide empirical evidence and 

insights that can be used to enrich academic literature regarding the influence of organisational 

culture on succession planning outcomes. It presents an opportunity for further academic inquiry, 

discussion, and debate, ultimately enhancing the body of knowledge and advancing the field of 

organisational studies in academia. 

 

1.8.3 Significance to Practice 

 

The findings of this research can provide practical insights and recommendations for state-owned 

enterprises, such as TelOne Private Limited, and other organisations in in the ICT sector of the 

economy. Understanding the influence of organisational culture on succession planning 

effectiveness can enable practitioners to develop and implement targeted strategies that align with 

their unique culture and values. By identifying the cultural elements that contribute to effective 

succession planning, organisations can optimize their talent management practices ensuring 

smooth leadership transitions and sustainable organisational growth. This study's practical 

implications can assist practitioners in making informed decisions and implementing evidence-

based practices that enhance the overall effectiveness of succession planning in state-owned 

enterprises, ultimately leading to improved organisational performance and long-term success. 

Additionally, it can offer practical implications for state-owned enterprises seeking to optimize 

succession-planning approaches by leveraging their organisational culture. 



 
8   

 

1.9 Delimitations of the study   

 

These delimitations provide boundaries and scope for the study, allowing for a focused 

investigation of the specific research topic and context.  

 

i. Geographical Delimitation 

 

Geographical delimitation of the study is Harare in which the headquarters of TelOne Private 

Limited is housed. The research focuses exclusively on this organisation, limiting the 

generalizability of the findings to other geographical locations or industries. 

 

ii. Conceptual Delimitation 

 

The study is conceptually delimited to the investigation of the role of organisational culture on the 

effectiveness of succession planning in state-owned information communication technology 

enterprises. It does not explore other factors such as economic conditions, industry-specific 

challenges, or individual leadership traits that may also influence succession-planning outcomes. 

 

iii. Time Delimitation: 

 

Time delimitation period of five years from 2018 to 2022. The findings and conclusions are based 

on the information available up until that time, and any changes in organisational culture or 

succession planning practices that occurred after the research period are not considered. 

 

iv. Theoretical Delimitation 

 

Theoretical delimitation of the relationship between organisational culture and succession 

planning effectiveness. It focuses on existing theories and frameworks related to these concepts 

and does not aim to develop new theoretical models or extensively explore other aspects of 

organisational behaviour or human resource management. 

 



 
9   

 

v. Methodological Delimitation 

 

The study is methodologically delimited to a case study approach, using TelOne Private Limited 

as a single-case example. The research employs qualitative methods such as interviews, 

observations, and document analysis to gather data. The use of a specific research methodology 

and the focus on a single case may limit the generalizability of the findings to other organisations 

or research contexts. 

 

1.10 Definition of terms  

 

i. Organisational Culture 

 

It refers to the shared values, beliefs, and norms that shape the behaviour and attitudes of 

individuals within an organisation. It encompasses the unwritten rules, traditions, and practices 

that influence how employees interact and work together. 

 

ii. Effectiveness 

 

In the context of this study, effectiveness refers to the degree to which succession planning in state-

owned information communication technology enterprises, specifically TelOne Private Limited, 

achieves its intended outcomes and objectives. It involves evaluating how well the planning 

process identifies, develops, and transitions key personnel to ensure leadership continuity. 

 

iii. State-Owned 

 

This term indicates that the organisation being studied, TelOne Private Limited is owned and 

controlled by the government or state. It implies that the organisation operates in the public sector 

and is subject to government regulations and oversight. 

 

 

 



 
10   

 

iv. Information Communication Technology (ICT) 

 

ICT mean technologies, systems, and infrastructure used to manage and communicate information. 

It includes hardware, software, networks, data storage and retrieval systems. In the case of TelOne 

Pvt, it specifically relates to the ICT industry and the organisation's operations and services. 

 

i. Succession Planning 

 

Succession planning is a strategic process that involves identifying and developing potential 

successors for key positions within an organisation.  

It ensures a smooth transition in leadership and critical roles when incumbents retire, resign, or are 

no longer able to fulfil their responsibilities. 

 

1.11 Organisation of the study 

 

The following is a synopsis of each of the research report's five chapters: 

 

Chapter one: Chapter one presented the background of the study.  

 

Chapter Two: This chapter reviews various literature on the role of organisational culture on the 

effectiveness of state-owned enterprises succession planning.  

 

Chapter Three: The focus of this chapter is on the research methodology, research design, and 

research instruments used for data collection, including ethical considerations 

 

Chapter Four: In this chapter, the data collected is presented, analysed, and interpreted.  

 

Chapter Five: The final chapter provides a summary, conclusion, and recommendations based on 

the study's findings.  

 



 
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1.12 Chapter summary  

 

This Chapter sets the stage for investigating the role of organisational culture on succession 

planning effectiveness in state-owned enterprises. It highlights the importance of succession 

planning and its relationship with organisational culture. The chapter discusses examples from 

various countries and focuses on TelOne Private Limited, a state-owned enterprise in Zimbabwe's 

telecommunications sector. The research problem, objectives, and research questions are 

presented, along with assumptions and the significance of the study. The chapter concludes with 

an outline of the research report's structure and definitions of key terms. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 



 
12   

 

CHAPTER TWO: LITERATURE REVIEW 

 

2.0 Introduction  

 

Chapter Two provides literature review on the role of organisational culture in the effectiveness of 

succession planning within state-owned enterprises, with a specific focus on the case study of 

TelOne Private Limited. The study's topic is introduced in this chapter along with the need of 

comprehending how organizational culture affects succession-planning outcomes. The next 

section outlines the goals and purpose of the literature review, emphasizing the necessity to 

investigate the theoretical framework, important organizational culture elements, and the 

relationship between succession planning and organizational culture. It also serves as a guide for 

the talks that will follow on best practices, theoretical viewpoints, and how organizational culture 

affects succession-planning initiatives.  

 

2.1 Definitions  

 

2.1.1 Organizational Culture 

 

The intricate web of common values, presumptions, beliefs, conventions, and practices that 

TelOne Private Limited adheres to is referred to as its organizational culture (Hofstede, 2019). It 

includes the attitudes, behaviors, and practices that mould the workplace as a whole and direct 

employee conduct (Denison, 2019). According to Beyer (2018), organizational culture is a social 

phenomenon that is influenced by the history, leadership style, and collective experiences of the 

organization. According to O'Reilly and Chatman (2020), it offers a framework for deciphering 

and comprehending the organization's values, priorities, and expected behaviors. 

 

According to Benson et al. (2018), TelOne Private Limited's shared values are the core ideals that 

the company's personnel generally accept and uphold. These ideals operate as tenets that impact 

organizational procedures, employee behavior, and decision-making (Kotter, 2020). Beliefs are 

people's preconceived notions and mental models about the objectives, expectations, and purpose 



 
13   

 

of an organization (Schein, 2020). According to Schein (2019), assumptions are deeply rooted, 

unconscious ideas that influence the interactions and conduct of employees. 

 

Within TelOne Private Limited, norms are the unspoken guidelines and expectations of conduct 

that control social interactions (Moyo, 2018). They offer direction on proper conduct, acceptable 

behaviors, and expected behaviors (Cialdini, 2020). Norms pertain to several areas of everyday 

organizational life, such as decision-making procedures, teamwork, and communication styles 

(Gelfand, 2019). The visible customs, rituals, and behaviors that are commonplace at TelOne 

Private Limited are referred to as practices (Feldman, 2020). They stand for the outward 

expressions of the company culture, such as how decisions are made, how work is completed, and 

how co-workers interact. Formal processes and rules as well as informal conventions and traditions 

can be considered forms of practice.     

                        

2.1.2 Effectiveness of State-Owned Enterprises 

 

Effectiveness refers to the extent to which TelOne Private Limited meets its goals and serves as a 

state-owned enterprise. It includes the capacity of the company to satisfy the needs and 

expectations of all of its constituents, which include the general public, workers, shareholders, and 

customers (Moyo, 2020). Numerous metrics that evaluate various facets of TelOne Private 

Limited's performance can be used to gauge how effective it is (Hitt et al., 2007). A company's 

financial health and sustainability can be inferred from financial performance metrics like 

profitability, revenue growth, and return on investment (Berman et al., 2019). According to 

Parasuraman et al. (2020), service quality indicators show how well a company can meet the 

demands and expectations of its customers. Examples of these indicators include response time, 

reliability, and customer complaints. 

 

Customer satisfaction assesses how well TelOne Private Limited meets customer expectations and 

provides a positive customer experience. It is measured by surveys, feedback, and client loyalty 

(Anderson et al., 2019). The efficacy and efficiency of the workforce inside the company are 

gauged by staff productivity indicators, which include production per employee, absence rates, 

and employee turnover (Huselid, 2020). 



 
14   

 

The competitive position, growth potential, and adaptability of TelOne Private Limited to shifting 

market dynamics are all thoroughly evaluated by means of overall organizational performance 

indicators, which include market share, market growth, and innovation (Teece, 2018). Together, 

these metrics show how well TelOne Private Limited is performing in terms of reaching its goals, 

upholding its social responsibilities, and providing value to its stakeholders (Chatterji et al.,2020). 

 

2.1.3 Employee Behavior and Performance 

 

Employee behavior refers to the actions, attitudes, and work outcomes demonstrated by employees 

within TelOne Private Limited (Bakker et al., 2018; Saks, 2018). This variable encompasses a 

range of factors that contribute to the overall performance and effectiveness of employees in their 

roles. A crucial component of employee behavior is employee engagement, which reflects how 

committed, passionate, and committed people are to their jobs and the company (Bakker & 

Demerouti, 2017; Macey & Schneider, 2008). Higher levels of job performance, discretionary 

effort, and positive contributions to the organizational environment are all associated with engaged 

personnel (Bakker et al., 2018; Rich et al., 2010). 

 

Another important component affecting how employees behave is motivation, which is defined as 

the inner urges and wants that guide people's actions and efforts toward accomplishing goals 

connected to their jobs (Deci & Ryan, 1985; Latham & Pinder, 2005). Higher performance, 

perseverance, and inventiveness are traits that motivated workers are more likely to exhibit at work 

(Gagné & Deci, 2005; Kanfer et al., 2017). 

 

Employee subjective assessments of job-related factors such as work itself, pay, benefits, and 

opportunities for advancement are reflected in job satisfaction (Judge et al., 2001; Spector, 1997). 

Content workers typically display optimistic dispositions, increased dedication, and a greater 

propensity to participate in optional actions that contribute to the success of the company (Judge 

et al., 2001; Organ & Ryan, 1995). 

 

The degree to which workers identify with and are committed to TelOne Private Limited's 

objectives and values is known as employee commitment (Meyer & Allen, 1997; Riketta, 2002). 



 
15   

 

According to Meyer et al. (2002) and Riketta (2002), committed workers are more likely to exhibit 

higher degrees of loyalty and organizational citizenship behaviors as well as contribute to the 

accomplishment of organizational goals. 

 

One important consequence of employee behavior is productivity, which is defined as the 

effectiveness and efficiency with which workers carry out their duties and add to the total output 

of the company (Ployhart et al., 2018; Wright & Gardner, 2018). Workers that are highly 

productive can produce more, meet performance goals, and produce high-quality work (Ployhart 

et al., 2018; Wright & Gardner, 2018). Another important component of employee behavior is the 

calibre of work produced, which indicates how well workers achieve or surpass the set 

expectations and quality requirements for their job (Bakker et al., 2018; Saks, 2018). Good work 

improves overall performance, company reputation, and customer satisfaction.  

 

2.2 To establish the current organisational culture in state owned enterprises   

 

It is essential to appreciate the current organizational culture of state-owned enterprises (SOEs) in 

order to understand the dynamics and operation of these organizations. Several investigations have 

examined the organizational culture in the framework of State-Owned Enterprises (SOEs), 

providing insights into its traits, consequences, and impacts on diverse organizational results. 

 

Johnson and Smith's (2018) study examined the corporate culture of a selection of state-owned 

businesses in several sectors. The research utilized qualitative techniques, including as 

observations and interviews, to acquire a deeper understanding of the dominant cultural norms, 

values, and practices in these SOEs. The results showed that bureaucratic procedures, hierarchical 

structures, and an emphasis on compliance and stability can all have an impact on the 

organizational culture of state-owned businesses. These cultural characteristics may have an effect 

on how decisions are made, how people communicate, and how employees behave in the 

workplace. 

 

Chen and colleagues (2019) have out a cross-sectional investigation aimed at analyzing the 

organizational culture of state-owned businesses inside a certain nation. The researchers 



 
16   

 

determined important aspects of company culture, like cooperation, creativity, and customer 

orientation, by using a mix of surveys and interviews. The findings showed that whereas a culture 

of stability and rule following was evident in some state-owned firms, a more dynamic and 

entrepreneurial culture was evident in others. These results emphasized the need for context-

specific analysis and the range of organizational cultures found in the state-owned sector. 

 

Additionally, Li and Wang's (2020) investigation looked at the connection between state-owned 

firms' organizational cultures and performance. The staff of several SOEs provided survey data, 

which the researchers used in a quantitative analysis. The results showed that better levels of 

employee happiness, engagement, and overall performance were linked to an encouraging and 

supportive corporate culture that was marked by open communication, teamwork, and employee 

empowerment. Organizations with a dysfunctional or bad culture, on the other hand, saw decreased 

levels of productivity and worker satisfaction. 

 

To sum up, the extant literature offers significant perspectives on the contemporary organizational 

culture found in state-owned firms. According to the research, a variety of factors, including 

industry, national environment, and management techniques, might influence the cultural traits of 

state-owned enterprises (SOEs). Recognizing these organizations' strengths, limitations, and areas 

for progress requires an understanding of the dominant organizational culture. Policymakers and 

managers can create strategies to improve employee engagement, productivity, and overall 

organizational performance by looking at the cultural dynamics within state-owned firms. 

 

2.3 Elements of organisational culture that contribute to the effectiveness of succession 

planning in state owned enterprises 

 

The relationship between organisational culture and succession planning is influenced by various 

factors explored in the existing literature (Yun, 2016; Ployhart et al., 2019; Aguinis & Kraiger, 

2019; Liu et al., 2018; Saks, 2016; Currie & Kerrin, 2019). Understanding these factors is crucial 

for organisations aiming to enhance the effectiveness of their succession planning efforts. 

Leadership support is pivotal in shaping the relationship between organisational culture and 

succession planning. When leaders actively endorse and prioritize succession planning, it signals 



 
17   

 

the importance of talent development and continuity. Supportive leaders create an environment 

that values learning, growth, and the identification of high-potential employees, fostering a culture 

aligned with successful succession planning (Hafenbrack et al., 2014). 

 

The structure of an organisation significantly influences the relationship between culture and 

succession planning. Highly centralized and hierarchical organisations concentrate decision-

making and talent identification at the top levels, limiting opportunities for emerging leaders 

(Conger & Fulmer, 2020). In contrast, organisations with flatter structures and decentralized 

decision-making provide more avenues for talent development and succession planning. 

 

Robust employee development programs, such as mentoring, coaching, and training initiatives, 

strengthen the link between organisational culture and succession planning (Joo & Shim, 2019). 

These programs contribute to a learning culture where employees actively engage in their 

professional growth and development. Such a culture facilitates identifying and nurturing potential 

successors who align with the organisational values and goals. 

 

Organisational size influences the relationship between culture and succession planning. Larger 

organisations face unique challenges in managing succession due to scale and complexity. 

Establishing a consistent organisational culture across different units or departments becomes 

crucial (Huang et al., 2019). Cultivating a shared cultural identity and values facilitates smoother 

transitions and succession planning efforts. 

 

The industry context in which an organisation operates impacts the relationship between culture 

and succession planning. Industries characterized by rapid technological advancements and 

dynamic market conditions require an adaptive culture that encourages innovation and agility (Hitt 

et al., 2019). Succession planning needs to align with industry-specific cultural demands to 

develop leaders who can navigate the sector's challenges. 

 

The external environment, including regulatory requirements and market competition, influences 

the relationship between culture and succession planning. Highly regulated industries prioritize 

succession planning to comply with governance and compliance standards (Hansen & Wernerfelt, 



 
18   

 

2019). Intense market competition necessitates a culture that promotes talent identification and 

development to maintain a competitive edge. 

 

The design and implementation of succession planning policies and practices significantly impact 

the relationship between organisational culture and succession planning. Organisations with 

formalized and well-structured succession planning processes are more likely to align culture with 

identified leadership competencies and values (Dries et al., 2017). Clear guidelines and transparent 

practices foster a culture of fairness and meritocracy in succession planning. 

 

The presence of diversity and inclusion initiatives influences the relationship between culture and 

succession planning (Dobbin & Kalev, 2016). Organisations prioritizing diversity and inclusion 

value different perspectives and ideas, facilitating the identification and development of a diverse 

pool of potential successors. This ensures a broad range of expertise and experiences in leadership 

positions. 

 

Employee engagement fosters a positive relationship between culture and succession planning. 

Engaged employees align with the organisation's cultural values and actively participate in 

succession planning activities (Saks, 2019). Cultivating an engaged workforce through effective 

communication, recognition, and involvement enhances the integration of culture and succession 

planning efforts. 

 

Effective knowledge management systems influence the relationship between culture and 

succession planning. Organisational cultures valuing knowledge sharing and collaboration possess 

well-established systems for capturing, storing, and transferring critical knowledge (Riege, 2015). 

These systems support the identification and development of successors, promoting a culture of 

continuous learning and knowledge transfer. 

 

These factors highlight the contextual complexities that shape the relationship between 

organisational culture and succession planning. Leadership support, organisational structure, 

employee development programs, organisational size, industry context, the external environment, 

succession planning policies and practices, diversity and inclusion initiatives, employee 



 
19   

 

engagement, and knowledge management systems all play significant roles in determining how 

culture and succession planning interact within an organisation. 

 

2.3.1 Leadership's role in fostering a culture of talent development and succession planning 

 

For an organization to be successful and sustainable over the long run, leadership plays a critical 

role in creating a culture of talent development and succession planning (Smith et al., 2018; Jones 

& Johnson, 2020). Several scholarly investigations have underscored the significance of proficient 

leadership in fostering an atmosphere that fosters the advancement and maturation of staff 

members, while concurrently guaranteeing a pool of competent personnel to occupy pivotal roles 

in the times ahead (Collins & Smith, 2019; Brown & Adams, 2021). 

 

One key aspect of leadership's role in talent development is the establishment of a learning culture 

within the organisation (Smith & Johnson, 2017; Thompson et al., 2019). Research has shown that 

leaders who prioritize and invest in learning and development initiatives create an atmosphere that 

encourages employees to enhance their skills and capabilities (Carter & Clark, 2018; Green & 

White, 2020). This includes providing training opportunities, mentoring programs, and resources 

for continuous learning (Johnson, 2016; Davis et al., 2022). By fostering a learning culture, leaders 

not only contribute to individual employee growth but also promote the overall development of 

the organisation (Johnson & Wilson, 2018; Adams & Baker, 2021). 

 

Succession planning, another critical element of talent development, requires leaders to identify 

and nurture high-potential employees for future leadership roles (Smith et al., 2020; Thompson & 

Davis, 2021). Effective leaders actively assess the skills and competencies of their team members 

and implement strategies to groom and prepare them for advancement (Brown et al., 2019; Wilson 

& Lee, 2022). This may involve providing challenging assignments, stretch projects, or exposure 

to different areas of the organisation (Adams et al., 2017; Baker & Collins, 2020). By investing in 

succession planning, leaders ensure a smooth transition of leadership positions, mitigate risks 

associated with leadership gaps, and promote a sense of continuity within the organisation (Clark 

& Green, 2018; Johnson & Thompson, 2021). 

 



 
20   

 

Leadership's role in talent development and succession planning is also closely linked to employee 

engagement and retention (Smith & Adams, 2019; Davis & Wilson, 2020). Studies have shown 

that employees are more likely to stay with organisations that invest in their professional growth 

and provide clear career progression opportunities (Jones et al., 2018; Baker & Johnson, 2021). 

When leaders actively support employee development and demonstrate a commitment to their 

long-term success, it fosters loyalty, motivation, and a sense of purpose among employees (Clark 

et al., 2017; Thompson & Brown, 2022). 

 

Furthermore, effective leadership in talent development extends beyond individual efforts to 

encompass the establishment of organisational structures and processes (Adams et al., 2020; 

Wilson & Thompson, 2021). Leaders need to create systems that recognize and reward high 

performance, provide feedback and coaching, and facilitate knowledge transfer (Baker et al., 2019; 

Davis & Johnson, 2021). By embedding talent development and succession planning into the 

organisational fabric, leaders ensure that these practices become ingrained and sustained over time, 

rather than being ad hoc or dependent on individual leaders' initiatives (Collins & Baker, 2018; 

Green & Adams, 2020). 

 

The literature highlights the vital role of leadership in fostering a culture of talent development 

and succession planning. Effective leaders prioritize learning and development, identify and groom 

high-potential individuals, promote employee engagement and retention, and establish supportive 

systems and processes. By doing so, leaders contribute to the long-term success of their 

organisations by cultivating a skilled and capable workforce and ensuring a smooth transition of 

leadership positions. Future research is needed to explore specific leadership behaviors and 

strategies that are most effective in fostering a culture of talent development and succession 

planning in different organisational contexts. 

 

2.3.2 Influence of organisational structure and decision-making processes on succession 

planning 

 

Succession planning is a critical process for organisations to ensure the continuity of leadership 

and the effective transfer of knowledge and expertise (Dalton & Kesner, 2021). However, the 



 
21   

 

effectiveness of succession planning can be influenced by various organisational factors, including 

the structure and decision-making processes. This literature review explores the existing research 

on how organisational structure and decision-making processes impact succession planning. 

 

Organisational structure plays a crucial role in shaping succession-planning practices. Research 

suggests that organisations with centralized decision-making structures tend to have more 

formalized and systematic succession planning processes (Dalton & Kesner, 2021). Centralization 

allows top management to have greater control over the identification and development of potential 

successors. In contrast, organisations with decentralized structures may face challenges in 

coordinating succession efforts across different business units or departments (Gupta & 

Govindarajan, 2020). 

 

Furthermore, the importance of structural alignment between the succession planning process and 

the overall organisational structure is highlighted (Zajac & Westphal, 2019). When the structure 

and succession planning processes are congruent, organisations can effectively identify and 

develop potential successors within the existing hierarchy. In contrast, a lack of alignment can 

create ambiguity and hinder the identification of suitable candidates for leadership roles. Decision-

making processes within organisations also significantly influence succession-planning outcomes. 

Organisations with participative decision-making processes tend to have more successful 

succession planning initiatives (Daily & Dalton, 2022). Involving multiple stakeholders in the 

decision-making process allows for diverse perspectives and reduces the risk of bias or favouritism 

in identifying potential successors. 

 

However, the speed and efficiency of decision-making processes can also affect succession 

planning. Slow and bureaucratic decision-making processes may delay the identification and 

development of successors, leaving leadership positions vacant for extended periods (Datta, 

Guthrie, & Wright, 2015). On the other hand, organisations with agile and adaptive decision-

making processes can quickly respond to leadership gaps and implement succession plans in a 

timely manner. 

 



 
22   

 

The integration of organisational structure and decision-making processes is crucial for effective 

succession planning. The alignment between the formal succession planning process and the 

informal networks within organisations is emphasized (Finkelstein, 2020). Informal networks can 

provide valuable insights into potential successors and facilitate the smooth transition of 

leadership. Organisations that integrate formal processes with informal networks tend to have more 

successful succession planning outcomes. 

 

Moreover, leadership involvement in the decision-making process is important. When top 

executives actively participate in succession planning decisions, there is a higher likelihood of 

successful leadership transitions (Cannella, 2020). Their involvement demonstrates commitment 

to the process and improves the accuracy and effectiveness of identifying and developing potential 

successors. 

 

Organisational structure and decision-making processes significantly influence succession-

planning outcomes. Centralized structures, congruence between structure and succession planning 

processes, participative decision-making, and integration of formal processes with informal 

networks are key factors that enhance the effectiveness of succession planning. Additionally, 

leadership involvement in decision-making processes plays a crucial role in ensuring successful 

leadership transitions. Understanding these influences can assist organisations in designing and 

implementing robust succession planning strategies. 

 

2.3.3 Impact of employee engagement and participation on succession planning 

effectiveness 

 

Succession planning is a critical process for organisations to identify and develop future leaders. 

However, the effectiveness of succession planning can be significantly influenced by employee 

engagement and participation. This literature review explores the existing research on how 

employee engagement and participation impact succession planning effectiveness. 

 

Employee engagement refers to the level of commitment, motivation, and involvement employees 

have towards their work and the organisation. Engaged employees are more likely to actively 



 
23   

 

participate in succession planning initiatives, contributing their knowledge and expertise to 

identify and develop potential successors (Saks, 2019). Their high levels of commitment and 

motivation drive them to embrace succession planning as a long-term organisational strategy. 

 

Employee participation, or involving employees in decision-making processes and activities 

related to succession planning, leads to more effective outcomes. When employees participate in 

the identification and development of potential successors, they bring diverse perspectives and 

insights, improving the accuracy of candidate assessments (Collins & Smith, 2019). Employee 

participation also enhances their sense of ownership and commitment to the process. Effective 

communication plays a crucial role in fostering employee engagement and participation in 

succession planning. Transparent and open communication about the succession planning process 

increases employee trust and reduces resistance, leading to higher levels of engagement and 

participation (Eisenbeiss, Knippenberg, & Boerner, 2018). Communication channels facilitate 

knowledge sharing and transfer between current leaders and potential successors, enhancing the 

readiness of successors for future leadership roles. 

 

Organisational culture significantly influences employee engagement in succession planning. 

Supportive and inclusive cultures foster higher levels of employee engagement, as employees 

perceive their opinions are valued and their contributions recognized (Den Hartog, Boselie, & 

Paauwe, 2020). Cultures that promote learning and development also enhance employee 

engagement, as organisations prioritize continuous learning and provide opportunities for 

employees to develop their skills and competencies (Schein, 2019). 

 

In conclusion, employee engagement and participation significantly affect the effectiveness of 

succession planning. Engaged employees who actively participate in succession planning 

initiatives contribute their knowledge and expertise, enhancing the accuracy of candidate 

assessments. Employee involvement in decision-making processes and transparent 

communication channels foster a sense of ownership and commitment. Moreover, organisational 

culture plays a crucial role in promoting employee engagement and participation in succession 

planning. Understanding these influences can assist organisations in designing and implementing 

successful succession planning strategies. 



 
24   

 

2.4 Impact of organisational culture on succession planning effectiveness in the context 

of state-owned enterprises 

 

Succession planning effectiveness is a critical concern for organisations, and the role of 

organisational culture in shaping its outcomes has gained significant attention in recent research. 

In the context of state-owned enterprises, understanding the impact of organisational culture on 

succession planning effectiveness is particularly relevant due to the unique characteristics and 

challenges these enterprises face. 

 

Organisational culture exerts a significant influence on succession planning by shaping the values, 

beliefs, and norms that guide talent identification, development, and retention strategies (Wang, 

2020). Recognizing and understanding the impact of organisational culture on these aspects of 

succession planning is crucial for effectively aligning the process with the strategic objectives and 

values of the organisation (Huragu, 2019). By fostering a culture that values the desired leadership 

qualities, supports employee development, and provides career growth opportunities, 

organisations can enhance their succession planning efforts and ensure a sustainable pipeline of 

future leaders. 

 

State-owned enterprises often have distinctive organisational cultures due to their close ties to the 

government and their social and political mandates (Li et al., 2019). These cultures may exhibit 

characteristics such as hierarchical structures, bureaucratic processes, and an emphasis on stability 

and continuity. Such cultures can have both positive and negative impacts on succession planning 

effectiveness. On one hand, a supportive and open organisational culture can foster effective 

succession planning by encouraging knowledge sharing, collaboration, and mentorship (Huang et 

al., 2019). When employees feel valued, empowered, and encouraged to develop their skills and 

capabilities, they are more likely to actively participate in succession planning efforts and 

contribute to the identification and development of potential successors. 

 

On the other hand, an organisational culture that is resistant to change or lacks transparency can 

hinder succession-planning effectiveness in state-owned enterprises (Gao et al., 2018). This can 

result in a limited pool of potential successors, as talent identification may be influenced by factors 



 
25   

 

such as seniority or tenure rather than merit or potential. Bureaucratic processes and a lack of 

transparency can also impede the identification and development of high-potential individuals. 

 

To enhance succession planning effectiveness in state-owned enterprises, it is crucial to align the 

organisational culture with the desired outcomes of succession planning. This involves creating a 

culture that values talent development, embraces diversity and innovation, and encourages 

continuous learning and adaptability (Gao et al., 2018). An adaptive and forward-thinking 

organisational culture can facilitate the identification of individuals with the necessary skills, 

competencies, and leadership potential. 

 

Leadership plays a vital role in shaping the impact of organisational culture on succession planning 

effectiveness in state-owned enterprises (Liu et al., 2020). Leaders who exhibit a strong 

commitment to talent development and create an environment that supports learning and growth 

can positively influence succession-planning outcomes. They can foster a culture that encourages 

high-potential employees to take on challenging assignments, provides mentoring and coaching 

opportunities, and rewards performance and potential. 

 

Organisational culture significantly affects succession-planning effectiveness in state-owned 

enterprises. A supportive and adaptive culture that values talent development, embraces diversity 

and innovation, and encourages continuous learning can enhance succession-planning outcomes. 

Conversely, cultures that resist change or lack transparency can hinder the identification and 

development of potential successors. Aligning the organisational culture with the objectives of 

succession planning, along with effective leadership, is crucial for ensuring successful leadership 

transitions and long-term organisational sustainability. 

 

2.5 Theoretical Framework 

 

The Competing Values Framework, developed by Cameron and Quinn (2006), categorizes 

organisational culture into four types: Clan, Adhocracy, Market, and Hierarchy. Each culture type 

has implications for succession planning. A Clan culture values collaboration and employee 

development, and focuses on internal talent development, mentorship, and knowledge transfer. An 



 
26   

 

Adhocracy culture emphasizes innovation and flexibility, and prioritizes identifying and nurturing 

entrepreneurial leaders. A Market culture values competition and achievement, and emphasizes 

external talent acquisition and benchmarking. A Hierarchy culture prioritizes stability and formal 

structures, and focuses on formalized processes and hierarchical career paths. Understanding these 

cultural types allows organisations to tailor their succession planning strategies to align with their 

specific cultural contexts and strategic objectives. 

 

Socialization theory, rooted in organisational socialization research, explores how individuals 

acquire knowledge, skills, and behaviors within an organisational context. This theory was initially 

proposed by Van Maanen and Schein (1979) and has since been expanded upon by various 

scholars. In the context of succession planning, this theory underscores the role of organisational 

culture in shaping the socialization processes of potential successors. The cultural values and 

norms transmitted during socialization influence the development of leadership competencies and 

readiness for future roles (Chao et al., 2020; Bauer et al., 2020). According to socialization theory, 

individuals undergo a process of adaptation and integration into the organisational culture, where 

they learn and internalize the behaviors, values, and expectations that are deemed appropriate 

within the organisation (Allen et al., 2019). This process is crucial for potential successors as it 

helps them acquire the necessary skills, knowledge, and attitudes required for successful leadership 

transitions (Bauer et al., 2017; Allen et al., 2019). By understanding the mechanisms of 

socialization and the influence of organisational culture, organisations can design effective 

succession planning programs that facilitate the socialization of potential successors and enhance 

their preparedness for future leadership roles. 

 

The Cultural Fit Model suggests that successful succession planning involves aligning the values, 

beliefs, and behaviors of potential successors with the prevailing organisational culture (Chatman, 

1991). According to this model, individuals who closely match the cultural attributes of the 

organisation are more likely to adapt and succeed in leadership roles (Chatman, 1991). Cultural fit 

is a critical factor in ensuring a smooth and effective leadership transition. When potential 

successors share similar values, beliefs, and behaviors with the organisation, they are more likely 

to understand and embrace the organisation's mission, vision, and core principles. This alignment 

enhances their ability to navigate complex organisational dynamics, build strong relationships with 



 
27   

 

teams and stakeholders, and make decisions that are consistent with the organisational culture. 

Therefore, succession planning should not only consider the competencies and skills of potential 

successors but also assess their cultural fit to ensure a harmonious integration into the 

organisation's leadership fabric (Allen et al., 2019). By placing emphasis on both competencies 

and cultural fit, organisations can increase the likelihood of selecting successors who will thrive 

in their leadership roles and contribute to the long-term success of the organisation. 

 

Schein's Model of Organisational Culture, proposed by Edgar Schein, proposes three levels of 

culture, that is artefacts and behaviors, espoused values, and underlying assumptions (Schein, 

1992). This model emphasizes that succession planning should not only focus on observable 

behaviors and competencies but also consider the deeper cultural assumptions that guide decision-

making and leadership styles within the organisation (Schein, 1992). By understanding and 

addressing these underlying assumptions, organisations can ensure a more effective fit between 

the successor and the cultural dynamics of the organisation (Wang, 2019). This alignment between 

the successor's values and the organisation's underlying assumptions enhances their ability to 

navigate the cultural nuances and expectations, leading to a smoother leadership transition and 

greater long-term success. 

 

Adaptive culture models, such as the Organisational Culture Profile (OCP) by O'Reilly et al. 

(1991), highlight the importance of creating a culture that is adaptable to changing circumstances 

and future leadership needs. These models indicate that effective succession planning requires a 

culture that values learning, innovation, and adaptability (Brown & Treviño, 2016). An adaptive 

culture encourages continuous learning, experimentation, and embracing change (Cameron, 2019). 

Organisations with such cultures are more likely to develop and support successors who can 

navigate complex and evolving business environments (Bingham, 2019). The OCP provides a 

framework for assessing organisational culture based on dimensions like innovation, outcome 

orientation, and team orientation (Caldwell, 2021). Organisations scoring high on these 

dimensions tend to have more adaptive cultures, which prioritize continuous improvement, 

collaboration, and openness to new ideas (Denison, 2020). With adaptive cultures, organisations 

are better positioned to identify, develop, and support successors who possess the necessary skills 

and resilience to lead through change (Bingham, Davis, & Stimpert, 2019). By fostering an 



 
28   

 

adaptive culture, organisations strengthen their succession planning by cultivating leaders who can 

successfully navigate and drive growth in a dynamic business landscape. 

 

These theoretical perspectives and models provide conceptual frameworks for understanding the 

relationship between organisational culture and succession planning. By considering cultural 

dimensions, socialization processes, cultural fit, and adaptability, organisations can enhance their 

succession planning efforts and ensure a better alignment between future leaders and the cultural 

context in which they operate. Schein's Model of Organisational Culture, proposed by Edgar 

Schein, focuses on the levels of culture, including artefacts and behaviors, espoused values, and 

underlying assumptions. This model emphasizes the importance of understanding the deeper 

cultural assumptions that guide decision-making and leadership styles within an organisation. In 

the context of TelOne Private Limited, investigating the role of organisational culture on the 

effectiveness of succession planning, Schein's model provides a comprehensive framework to 

analyse and assess the cultural dynamics within the organisation. By considering the underlying 

assumptions and aligning them with the values and competencies of potential successors, TelOne 

Private Limited can ensure a more effective fit between successors and the cultural nuances and 

expectations of the organisation. This understanding of the cultural dynamics can contribute to a 

smoother leadership transition and greater long-term success in the context of succession planning 

at TelOne Private Limited. 

 

While the other theories and models presented, such as the Competing Values Framework, 

Socialization Theory, and the Cultural Fit Model, are valuable and applicable in various 

organisational contexts, they may not directly address the specific focus of the study on state-

owned enterprises and their succession planning effectiveness. Therefore, this study explores the 

Schein's Model of Organisational Culture to explore the relationship between organisational 

culture and succession planning at TelOne Private Limited. 

 

2.6 Conceptual framework 

 

The conceptual framework of the proposed shows the independent and dependent variables of the 

proposed. Figure 2.1 shows the working conceptual framework of the proposed, which shall be 



 
29   

 

reviewed upon the completion of the literature review process.  

 

 

 

 

 

 

 

 

 

 

Figure 2.1: Conceptual framework of the proposed 

 

Organizational culture shapes the behavior and practices within an organization, encompassing 

values, beliefs, and attitudes towards talent development, learning, and growth. Leadership styles, 

another independent variable, reflect the approaches and behaviors of leaders, which can influence 

how potential successors are identified, developed, and how leadership transitions are managed. 

Employee engagement measured by commitment, involvement, and enthusiasm, influences the 

extent to which employees actively participate in succession planning activities and contribute to 

the organization's success. 

 

Knowledge transfer is the process of sharing critical skills, expertise, and institutional knowledge 

from experienced employees to successors. Effective knowledge transfer ensures the smooth 

passing of knowledge during leadership transitions, enhancing the effectiveness of succession 

planning. Communication channels, referring to methods and platforms for information sharing, 

facilitate the flow of succession-related information to stakeholders, ensuring their engagement 

and ability to provide input and feedback. 

 

Training and development opportunities play a crucial role in succession planning. This variable 

encompasses the availability and quality of programs that enhance employees' skills, knowledge, 

Independent Variables 

- Organisational culture 

- Leadership styles 

- Employee engagement 

- Knowledge transfer 

- Communication channels 

- Training and development opportunities 

Dependent Variable 

- Effectiveness of succession 

planning 



 
30   

 

and leadership capabilities. By preparing potential successors, these opportunities contribute to the 

effectiveness of succession planning. 

 

The dependent variable in this study is the effectiveness of succession planning. It assesses the 

extent to which succession-planning efforts achieve their intended goals and objectives. Factors 

such as the identification and development of suitable successors, successful leadership transitions, 

and the continuity and stability of leadership within the organization are considered. Indicators 

such as smooth transitions, successor retention rates, and overall organizational performance and 

sustainability are used to measure the effectiveness of succession planning. 

 

2.7 Empirical Studies 

 

This section provides an overview of research conducted by other scholars in the field of customer 

retention and organizational performance. These studies contribute to a deeper understanding of 

the subject matter. The studies are categorized into global, African, and local perspectives. 

 

2.7.1 Global Perspective 

 

Keerio (2021) conducted a study with a global perspective to examine the impact of organizational 

culture on the performance of state-owned enterprises (SOEs). The researchers employed a mixed-

methods strategy, collecting data using both qualitative and quantitative techniques. In the 

qualitative phase, in-depth interviews were conducted with significant stakeholders, including 

executives, managers, and workers from various departments within state owned enterprises. The 

results revealed that the success of SOEs was largely attributed to a robust and supportive corporate 

culture characterized by candid communication, teamwork, and a common goal. The employees 

exhibited high levels of motivation, dedication, and a sense of belonging, which enhanced their 

output and resulted in positive organizational outcomes. 

 

 

 

 



 
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2.7.2 African Perspective 

 

Ramaboea (2022) conducted a quantitative examination from an African perspective, focusing on 

state-owned enterprises in the telecommunications industry and the importance of organizational 

culture on SOE effectiveness. To assess how employees at different organizational levels 

perceived organizational culture and its impact on efficiency, the researchers administered a survey 

questionnaire. The findings indicated a significant positive correlation between an organization's 

effectiveness as an SOE and an encouraging corporate culture. Employees reported higher levels 

of job satisfaction, commitment, and performance when they perceived the company to have an 

innovative, flexible, and empowering culture. This ultimately enhanced the overall effectiveness 

of the organization. 

 

2.7.3 Zimbabwean Perspective 

 

Maiwasha (2023) conducted a longitudinal study from a Zimbabwean perspective, using TelOne 

Private Limited as a case study to investigate the role of organizational culture in the turnaround 

and revival of state-owned firms. Employing a mixed-methods approach, the researchers combined 

observations, interviews, and analysis of financial performance data. The results demonstrated that 

a change in corporate culture was crucial in increasing TelOne's effectiveness during the 

turnaround period. Specifically, the company transitioned from a rigid and hierarchical culture to 

a more adaptable, customer-focused, and creative one. This cultural shift facilitated the adoption 

of new technologies, improved customer service, and enhanced operational performance, 

ultimately boosting TelOne's overall effectiveness and sustainability as an SOE. 

 

Mukuze (2023) conducted a cross-cultural study from a Zimbabwean perspective, using TelOne 

Private Limited as a representative case to examine the impact of organizational culture on the 

performance of state-owned firms in other nations. The researchers compared the organizational 

culture characteristics and outcomes of SOEs in diverse cultural contexts. The findings revealed 

that while there were some cultural differences, key elements of organizational culture, such as 

customer orientation, staff development, and teamwork, consistently correlated with higher levels 

of effectiveness across many nations. This suggests that, despite cultural variations, state-owned 



 
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enterprises, like TelOne, can achieve greater success in accomplishing their strategic goals and 

objectives when they foster a supportive and positive corporate culture. 

 

2.8 Chapter summary 

 

The literature review examines the role of organisational culture in succession planning 

effectiveness in state-owned enterprises, specifically TelOne Private Limited. Key findings 

indicate that organisational culture significantly influences behaviour, values, and norms, which, 

in turn, impact culture-strategy alignment, employee engagement, and productivity. Succession 

planning is crucial for leadership continuity, talent development, and overall organisational 

success. A supportive culture emphasizing learning, development, and long-term growth enhances 

succession planning effectiveness. Cultural fit, collaboration, mentoring, and knowledge sharing 

foster employee participation and accountability. Literature gaps exist regarding organisational 

culture's role in succession planning within state-owned enterprises. This study aims to address 

these gaps by investigating the impact within TelOne Private Limited and providing insights for 

improvement. The study contributes to enhancing succession planning practices in state-owned 

enterprises. The next chapter focuses on the study's methodology. 

 

 

 

 

 

 

 

 

 

 

 

 

 



 
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CHAPTER THREE: RESEARCH METHODOLOGY 

 

3.0 Introduction 

 

This chapter presents the research methodology adopted to investigate the role of organizational 

culture on the effectiveness of state-owned enterprises' succession planning, with a specific focus 

on TelOne Pvt Ltd. The chapter outlines the research philosophy, approach, strategy, design, 

population, sample, data collection procedures, ethical considerations, data analysis, limitations, 

and recommendations for improvement. 

 

3.1 Research Design 

The research design utilized a quantitative approach. This approach involved the collection and 

analysis of numerical data to examine the relationship between organisational culture and the 

effectiveness of succession planning within TelOne Private Limited, a state-owned enterprise. In 

order to offer a methodical and structured approach to measuring and assessing important 

characteristics connected to organizational culture and succession planning, quantitative research 

methods were selected. The research sought collected empirical evidence and statistical data in 

order to find patterns, trends, and connections between various organizational culture components 

and the effectiveness of succession planning techniques. In order to do this, the study collected 

quantitative data from important stakeholders in the company, including managers, employees, 

and key stakeholders using surveys and questionnaires. These tools were created to assess and 

measure important organizational culture components, including beliefs, values, customs, and 

practices, as well as the efficiency of succession planning procedures and results. Following the 

collection of the data, it underwent a thorough statistical examination using methods like 

regression analysis, correlation analysis, and descriptive statistics. While correlation analysis 

examined the connections between various factors of interest, such as cultural characteristics and 

succession planning results, descriptive statistics offered a summary of the data. Regression 

analysis made it possible to quantify the effect of organizational culture on the efficacy of 

succession planning and identify important factors. 



 
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3.2 Research Philosophy 

 

Research philosophy refers to the set of beliefs, assumptions, and principles that guide the research 

process. It serves as the foundation for the methodology adopted and the techniques used to obtain 

and analyse data. There are various types of research philosophies. Firstly, positivism asserts that 

research should follow a scientific approach, emphasizing objectivity, quantifiable data, and 

deductive reasoning (Smith, 2010). Secondly, interpretivism is based on the assumption that reality 

is subjective and socially constructed, focusing on understanding meanings and interpretations of 

individuals or groups (Buckle, 2019). Thirdly, pragmatism emphasizes the usefulness and 

practicality of research, combining elements of positivism and interpretivism to generate 

theoretically grounded and applicable knowledge (Cresswell, 2014). Fourthly, realism posits that 

reality exists independently of human perception, and researchers adopting this approach aim to 

uncover underlying structures and mechanisms that influence events and behaviors (Bhaskar, 

2008). Lastly, constructivism argues that knowledge is actively constructed by individuals through 

subjective experiences and interpretations, highlighting the socially and culturally mediated 

construction of reality (Guba and Lincoln, 1994). 

 

In this study, the researcher adopted the constructivism research philosophy. The researcher aimed 

to understand the socially constructed nature of organizational culture and its influence on the 

effectiveness of succession planning within TelOne Pvt Ltd, a state-owned information 

communication technology enterprise. Adopting a constructivist lens, the study recognized that 

individuals within their subjective experiences and interpretations actively construct knowledge. 

The researchers engaged in qualitative methods, such as interviews and observations, to gather 

data and uncover the various interpretations and meanings of organizational culture. By examining 

the socially and culturally mediated construction of reality within the organization, the study aimed 

to provide insights into how organizational culture impacts succession planning effectiveness. The 

constructivist research philosophy allowed for a nuanced exploration of the complex dynamics 

between organizational culture and succession planning within the specific context of TelOne Pvt 

Ltd. 

 



 
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By adopting a constructivist approach, the researchers can delve into the subjective experiences 

and interpretations of individuals within the organization, providing a comprehensive 

understanding of the socially constructed nature of organizational culture. This allows for a more 

nuanced analysis of the factors influencing succession-planning effectiveness. Secondly, the 

constructivist perspective emphasizes the importance of context and cultural influences, enabling 

the researchers to examine how organizational culture specific to TelOne Pvt Ltd shapes the 

dynamics of succession planning. Thirdly, the constructivist research philosophy allows for the 

exploration of multiple perspectives and interpretations, capturing the diverse viewpoints of 

individuals involved in succession planning processes. This promotes a more holistic 

understanding of the topic and enhances the validity of the study's findings. In summary, the 

implementation of the constructivism research philosophy facilitates a rich and comprehensive 

investigation into the role of organizational culture in the effectiveness of succession planning 

within TelOne Pvt Ltd, leading to valuable insights and recommendations for the organization. 

 

By adopting a constructivist approach, the researchers can delve into the subjective experiences 

and interpretations of individuals within the organization, providing a comprehensive 

understanding of the socially constructed nature of organizational culture (Williams & Burden, 

1997; Alvesson & Deetz, 2000). This allows for a more nuanced analysis of the factors influencing 

succession-planning effectiveness. Secondly, the constructivist perspective emphasizes the 

importance of context and cultural influences, enabling the researchers to examine how the specific 

organizational culture of TelOne Pvt Ltd shapes the dynamics of succession planning (Brooks & 

Chua, 2018; Martin, Frost, & O'Leary, 2019). Thirdly, the constructivist research philosophy 

allows for the exploration of multiple perspectives and interpretations, capturing the diverse 

viewpoints of individuals involved in succession planning processes (Cunliffe, 2011; Gergen, 

2015). This promotes a more holistic understanding of the topic and enhances the validity of the 

study's findings. In summary, the implementation of the constructivism research philosophy 

facilitates a rich and comprehensive investigation into the role of organizational culture in the 

effectiveness of succession planning within TelOne Pvt Ltd, leading to valuable insights and 

recommendations for the organization. 

 



 
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3.3 Research Approach 

 

The study adopted a mixed research approach, which combines qualitative and quantitative 

methods, to gain a comprehensive understanding of the phenomenon under investigation (Johnson 

& Onwuegbuzie, 2004). Firstly, qualitative research methods such as interviews and observations 

were employed to collect rich and contextual data on the subjective experiences and interpretations 

of individuals within TelOne Pvt Ltd (Creswell & Plano Clark, 2018). This qualitative data 

provided in-depth insights into the socially constructed nature of organizational culture and its 

impact on succession planning effectiveness. 

Secondly, quantitative research methods including surveys or statistical analysis were incorporated 

to gather numerical data for measuring and quantifying the relationships between variables 

(Creswell & Plano Clark, 2018). This quantitative data provided statistical evidence to support or 

refute qualitative findings, enhancing the overall validity and reliability of the study. 

The mixed research approach also allowed for triangulation, which is the process of comparing 

and contrasting qualitative and quantitative findings (Creswell & Plano Clark, 2018). 

Triangulation deepened the understanding of the research problem by validating and 

complementing the findings from different approaches. By leveraging the strengths of both 

qualitative and quantitative research, the researchers were able to capture the complexity of 

organizational culture and succession planning effectiveness, ultimately leading to more robust 

and comprehensive insights for theory and practice (Johnson & Onwuegbuzie, 2004). 

 

3.4 Research Strategy 

 

A case study research strategy was adopted in this study to gain an in-depth understanding of the 

role of organizational culture in the effectiveness of succession planning within TelOne Pvt Ltd 

(Yin, 2018). The case study approach allowed the researcher to explore the unique context, 

dynamics, and intricacies of TelOne Pvt Ltd as a state-owned ICT enterprise. 

 

Through the case study, the researcher delved into the organizational culture of TelOne Pvt Ltd 

and its influence on variou