Investigating the role of organisational culture on the effectiveness of succession planning in state-owned enterprises: a case of study of TELONE Private Limited.

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.