Authors : JULIUS C. GETIGAN

Volume/Issue : Volume 9 - 2024, Issue 6 - June

Google Scholar : https://tinyurl.com/mr3xbxp9

Scribd : https://tinyurl.com/2p9juwd8

DOI : https://doi.org/10.38124/ijisrt/IJISRT24JUN1291

Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.

Abstract : This qualitative multiple case study aimed to explore strategies that managers/owners of family-owned businesses used to prepare future generations to assume managerial roles in the business. They were chosen through maximum variation sampling. The experiences and coping strategies of the five cases were examined using in-depth interviews. Triangulations of the gathered data was done in each case by interviewing their family members and friends and examination of historical documents. It was analyzed using thematic analysis resulting to five emergent themes on merchandizing business as regards succession planning: business continuity, hands-on training, formal education and coaching, motivational leadership, and job description formulation. The emergent themes for coping mechanism included the following: learning by doing, transparent selection process, and crisis management strategy. The five cases were not generally similar as there were only two cases who have similar declaration on their experiences on merchandizing business as regards to succession planning. As regards their coping strategies, one of the five cases adopted some approaches different from the rest of the cases.

Keywords : Business Management, Succession Planning, Family-Owned Merchandizing, Multiple Case Study, Philippines

References :

1. Ahmadi, M.,et.al  (in14). Impact of family business characteristics on succession planning:   A case study in Tehran industrial towns. Iranian Journal of Management Sciences: A Quarterly, 7(2), 229–43. Retrieved from http://journal.iams.ir
2. Al-Dajani, H.et.al(2014). Gender and family business: New theoretical directions. International Journal of Gender and Entrepreneurship, 6(3), 218. Retrieved from http://www.emeraldinsight.com/journal/ijge
3. Appelbaum, S.,et.al.(2012).Transferring corporate knowledge via succession planning: Analysis and solutions—Part 1. Industrial and Commercial Training, 44(5), 281–289.http://dx.doi.org/10.1108/00197851211245031
4. Arbour, R., & Wiegand, D. (2014). Self-described nursing roles experienced during care of dying patients and their families: A phenomenological study. Intensive and Critical Care Nursing, 30, 211–218. http://dx.doi.org/10.1016/j.iccn.2013.12.002
5. Avison, D, Malaurent, J.(2014). Is theory king?: Questioning the theory fetish in information systems. Journal of Information Technology, 29(4), 327–336. ba, A., Iatridou, A., Kaloupsis, I., & Vozikis, G. S. (2014). Sibling rivalry: Implications for the family business succession process. International Entrepreneurship and Management Journal, 10(4), 661–678. http://dx.doi.org/10.1007/s1136513-0271- 6 88
6. Baran, B., et.al (2012). Advancing organizational support theory into the twenty-first-century world of work. Journal of Business and Psychology, 27, 123–147http://dx.doi.org/10.1007/s10869-011-9236-3
7. Bateman, J. (2013). Virtual patient design: Exploring what works and why. A grounded theory study.Medical Education,47(6),595 606.http://dx.doi.org/10.1111/medu.12151
8. Baur, M. (2014). Successors and the family business: Novel propositions and a new guiding model for effective succession. Journal of American Academy of Business, Cambridge, 19, 133–138. Retrieved from http://www.jaabc.com/journal.htm
9. Bevan, M.(2014). A method of phenomenological interviewing. Qualitative Health Research, 24, 136–144. http://dx.doi.org/10.1177/1049732313519710 Bishop, D., & Lexchin, J. (2013). Politics and its intersection with coverage with evidence development: A qualitative analysis from expert interviews. BMC Health Services Research, 13, 88. http://dx.doi.org/10.1186/1472-6963-13–88
10. Bjuggren, P., Sund, L. (2014). A contractual perspective on succession in family firms: A stakeholder view. European Journal of Law and Economics, 38(2), 211–225. http://dx.doi.org/10.1007/s10657-012-9331-6
11. Boudreaux, H.(2011). Succession planning across generations. Journal of FinancialPlanning, 24(6), 50–51. Retrieved from http://www.fpanet.org/journal 89
12. Boudrias,J.,et.al (2014). Candidates' integration of individual psychological assessment feedback. Journal of Managerial Psychology, 29(3), 341-–359. http://dx.doi.org/10.1108/JMP-01-2012-0016
13. Boyd, B., et.al (2014). Incumbent decisions about succession transitions in family firms: A conceptual model. International Journal of Financial Studies, 2(4), 335–-358. http://dx.doi.org/10.3390/ijfs2040335
14. Bronza, T.,et.al(2015). The central role of the planner in business liquidity events. Journal of Financial Planning, 28(8), 18–21. Retrieved from: http://www.journalfp.net/
15. Byrne, K., Keys, R., Schaffer, C., & Solic, A. N. (2014). How to prepare a program roadmap. Journal of Economic Development, Management, IT, Finance, marketing, 6(1), 1–22. Retrieved from http://www.jed.or.kr/
16. Cater, J., III.(2011). Leadership crisis at Algood Press: A case study. Journal of the International Academy for Case Studies, 17(6), 85–95. Retrieved from http://www.academyforcasestudies.org/journal.html
17. Cater, J., Young, M. (2016). Family factors in small family business growth. Journal of AppliedManagementandEntrepreneurship,21(4),5686.http://dx.doi.org/10.9774/GLEAF.3709.2016.0C.00005
18. Chow, M.,et.al (2013). Condition-specific quality of life questionnaires for caregivers of children with pediatric conditions: A systematic review. Quality of Life Research, 22(8), 2183–2200. http://dx.doi.org/10.1007/s11136-012-0343-z90
19. Chung, C., Luo, X. (2013). Leadership succession and firm performance in an emerging economy: Successor origin, relational embeddedness, and legitimacy. Strategic Management Journal, 34, 338–357. http://dx.doi.org/10.1002/smj.2011
20. Contreras, Y.,et.al (2015). The leadership from the succession process in the Mexican family enterprise. Global Conference on Business & Finance Proceedings, 10(2), 465-477. Retrieved from http://www.theibfr.com/proceedings.htm
21. Cope, D. (2014). Methods and meanings: Credibility and trustworthiness of qualitative research. Oncology Nursing Forum, 41, 89–91. http://dx.doi.org/10.1188/14.ONF.89-91 Cox, R. (2012). Teaching qualitative research to practitioner-researchers. Theory Into Practice, 51, 29–-136. http://dx.doi.org/10.1080/00405841.2012.662868
22. Cristiano, E. (2014). Analysis of the critical aspects of the generational turnover in families. Global Conference on Business & Finance Proceedings, 9, 237–246.Retrieved from http://www.theibfr.com/proceedings.htm
23. Dalpiaz, E., et.al (2014). Succession narratives in the family business: The case of Alessi. Entrepreneurship: Theory & Practice, 38(6), 1375–1394. http://dx.doi.org/10.1111/etap.12129
24. Darvish, H., & Zahra Najafi, T. (2014). A study on the relationship between succession planning and strategic planning. Case study: Payame Noor University of Aleshtar. Economic Insights—Trends & Challenges, 64, 11–24. Retrieved from http://www.upg-bulletin-se.ro/91
25. Dastgeer, G., Atiq, U.(2012). Effectiveness of management development in Pakistani corporate sector. Journal of Management Development, 31(8), 740–751. http://dx.doi.org/10.1108/02621711211253213 De Beuckelaer, A., & Wagner, S. (2012). Small sample surveys: Increasing rigor in supply chain management research. International Journal of Physical Distribution & Logistics Management, 42(7), 615–639. http://dx.doi.org/10.1108/09600031211258129
26. DeSimone, F., Buzza, J. (2013). Qualitative pedagogical findings to improve critical thinking skills. American Journal of Business Education (Online), 6(6), 631. Retrieved from http://www.cluteinstitute.com/ojs/index.php/AJBE
27. Dou, J., Li, S.(2013). The succession process in Chinese family firms: A guanxiperspective. Asia Pacific Journal of Management, 30(3), 893–917.http://dx.doi.org/10.1007/s10490-012-9287-7
28. Duh, M.(2014). Family business succession is a knowledge creation process. Kybernetes,699–714. http://dx.doi.org/10.1108/K-08-2013-0172
29. Durst, S., Wilhelm, S.(2012). Knowledge management and succession planning in SMEs. Journal of Knowledge Management, 16, 637–649. http://dx.doi.org/10.1108/13673271211246194
30. El-Chaarani, H. (2013). The success keys for family firms: A comparison between Lebanese and French systems. Journal of Business and Retail Management Research, 8(1). Retrieved from http://www.jbrmr.com/92
31. Elizondo,M.,et.al (2014).Analysis of succession process in family businesses in Mexico: Itsevaluation tool: Succession scorecard. Global Conference on Business & FinanceProceedings, 9(2), 1782–1789. Retrieved from http://www.theibfr.com/proceedings.htm
32. Elsaid, E.(2014). Examining the effect of change in CEO gender, functional and educational background on firm performance and risk. Journal of Applied Business Research, 30(6),1605.Retrievedfromhttp://www.cluteinstitute.com/journals/journal-of-applied-business-research-jabr/
33. Elsaid, E.et.al (2011). CEO successor compensation: Outsideversus inside successions. Journal of Management & Governance, 15,187–205.http://dx.doi.org/10.1007/s10997-009-9095-8
34. Elsaid, E., Ursel, N.(2011). CEO succession, gender, and risk-taking. Gender in Management, 26(7), 499–512. http://dx.doi.org/10.1108/17542411111175478
35. Fibuch, E., VanWay, C. (2012). Succession planning in health care organizations. Physician Executive,38(5),44–47.Retrievedfromhttp://www.acpe.org/publications/PJ Ferguson, A., M.P.A., & Morton-Huddleston, W. (2016). Recruiting and retaining the next generation of financial management professionals. Journal of GovernmentFinancial Management, 65(2), 46–-52. Retrieved fromhttps://www.agacgfm.org/Resources/Journal-of-Government-Financial-Management.aspx93
36. Fielding, J. et. al(2013). Opening up open-ended survey data using qualitative software. Quality and Quantity, 47(6), 3261–3276. http://dx.doi.org/10.1007/s11135-012-9716-1
37. Filser, M.,et.al (2013). Psychological aspects of succession in family business management.ManagementResearchReview,36,256277.http://dx.doi.org/10.1108/01409171311306409
38. Fitzsimmons, G.(2013). Collective succession planning in librarianship. The Bottom Line,26(4), 142–143. http://dx.doi.org/10.1108/BL-10-2013-0027
39. Flaxington, B. (2014). How lead advisers can help the next generation succeed? Journal of Financial Planning, 27(12), 19–20. Retrieved from https://www.onefpa.org/journal/
40. Flynn, D. (2014). Succession planning: Are you proactive or reactive? Journal of Financial Planning, 27(11), 24–-25. Retrieved from https://www.onefpa.org/journal/
41. Flynn, M.(2012). Succession planning is vital, says McDonald’s Chairman Andrew McKenna. Mergers & Acquisitions Report, 25(44), 19. Retrieved from http://www.themiddlemarket.com/ Foo, C. (2012). New paradigm, socio-spirituality research on succession in leadership. Chinese Management Studies, 6, 539–567.http://dx.doi.org/10.1108/17506141211280254
42. Francis,J.,et.al (2010). What is an adequate sample size? Operationalizing data 94 saturation for theory-based interview studies. Psychology and Health, 25, 1229–1245. http://dx.doi.org/10.1080/08870440903194015
43. Frels, R. K., & Onwuegbuzie, A. J. (2013). Administering quantitative instruments with qualitative interviews: A mixed research approach. Journal of Counseling & Development, 91(2), 184–194. http://dx.doi.org/10.1002/j.1556-6676.2013.00085
44. Froelich, K., McKee, G., & Rathge, R. (2011). Succession planning in nonprofit organizations. Nonprofit Management & Leadership, 22, 3–20. http://dx.doi.org/10.1002/nml.20037
45. Galbraith, Q, et.al (2012). A case for succession planning. Library management, 33(4), 221–240. http://dx.doi.org/10.1108/01435121211242272
46. Gallo, E.(2013). Investing in future generations: Evolution of the business skills trust.Journal of Financial Planning, 26(6), 44–-45. Retrieved from http://www.fpanet.org/journal
47. Gandhi, D., & Kumar, P. (2014). Succession planning: Developing leaders for tomorrow to ensure organizational success. The International Journal of Business & Management, 2(3), 1–5. Retrieved from http://www.theijbm.com
48. García, J.et.al (2014). The culture of conflict in family business/La cultura del conflicto en la empresa familiar. Revista De Empresa Familiar, 4(2), 25–-35. Retrieved from https://dialnet.unirioja.es/.../revista
49. García, R., (2014). Generational experience and transmission of power as organizational culture elements in the family business 95 Campeche, Mexico. Global Conference on Business & Finance Proceedings, 9(2), 526–535. Retrieved from http://www.theibfr.com/proceedings.htm
50. Gray, D. (2014). Succession planning 101. Professional Safety, 59(3), 35. Retrieved from http://www.asse.org/professional-safety/
51. George, E. (2013.). 5 steps to planning for internal successors in a small business environment. Journal of Financial Planning, 26(8), 21–23. Retrieved from http://www.onefpa.org/
52. Georgiou, T., & Vrontis, D. (2013). Wine sector development: A conceptual framework toward succession effectiveness in family wineries. Journal of Transnational Management, 18(4), 246–272. http://dx.doi.org/10.1080/15475778.2013.840489
53. Giarmarco, J. (2012). The three levels of family business succession planning. Journal of Financial Service Professionals, 66(2), 59-–69. Retrieved from http://www.financialpro.org/
54. Gibbert, M., & Ruigrok, W. (2010). The “what” and ‘how" of case study rigor: Three strategies based on published work. Organizational Research Methods, 13, 710– 737. http://dx.doi.org/10.1177/1094428109351319
55. Glover, J. (2014). Gender, power, and succession in the family farm business. International Journal of Gender and Entrepreneurship, 6(3), 276. Retrieved from http://www.emeraldinsight.com/journal/ijge
56. González, C. (2013). Succession planning at Notre Dame: Lessons for librarians. New Library World, 114(9), 408–415. http://dx.doi.org/10.1108/NLW-04-2013-0035 96
57. Grable, J. (2013). Gender, wealth, and risk: Why are baby boomer women less risk-tolerant than baby boomer men? Journal of Financial Service Professionals,67(3), 7. Retrieved from http://www.financialpro.org/pubs/journal_info.cfm
58. Graffin, S.,et.al (2013). Examining CEO succession and the role of heuristics in early-stage CEO evaluation. Strategic Management Journal, 34,383–403. http://dx.doi.org/10.1002/smj.2019
59. Gray, D. (2014). Succession Planning 101. Professional Safety, 59(3), 35. Retrieved from http://www.asse.org
60. Greenberg, H. (2012). Aligning future leaders today to take on the challenges of tomorrow. Employment Relations Today, 38(4), 55–60. http://dx.doi.org/10.1002/ert.20365
61. Griffith, M. (2012). Effective succession planning in nursing: A review of the literature. Journal of Nursing Management, 20, 900–911. http://dx.doi.org/10.1111/j.1365-2834.2012.01418.x
62. Grossman, R. (2011). 7 ways to improve succession plans. HR Magazine, 56(6), 48–-49. Retrieved from http://www.hrmagazine.co.uk
63. Grundström ,C ,et.al (2011). View and management of innovativeness upon succession in family-owned SMEs. International Journal of Innovation Management, 15, 617–640. Retrieved from http://www.worldscientific.com/worldscinet/ijim. (2013). Avoiding THE VOID. Internal Auditor, 70(6), 42–47. Retrieved from http://www.theiia.org/ecm/magazine.cfm?doc_id=540 97
64. Gümüs, S., & Gümüs, H. (2014). Effects of institutionalization over the raising values of family-owned businesses and a practice. International Journal of Research in Business and Social Science, 3(3), 77–-85. Retrieved from http://www.ssbfnet.com/ojs/index.php/ijrbs
65. Hagemann, B., Stroope, S. (2013). Developing the next generation of leaders. Industrial and Commercial Training, 45, 123–126. http://dx.doi.org/10.1108/00197851311309570
66. Hall, L., & Hagen, C. (2014). A holistic approach to succession planning provides added value for clients: Financial service professionals play a key role in successful plans. Journal of Financial Service Professionals, 68, 78–83. Retrieved from https://www.financialpro.org/
67. Hall-Ellis, S. (2015). Succession planning and staff development - a winning combination. The Bottom Line, 28(3), 95–98. Retrieved from https://www.bottomline.org
68. Hamilton, E. (2011). Entrepreneurial learning in the family business. Journal of Small Business and Enterprise Development, 18,826.http://dx.doi.org/10.1108/146260011111064069
69. Hann, C. (2014). It’s a family affair. Entrepreneur, 42(3), 94–99. Retrieved from http://www.entrepreneur.com Hansen, L. & Kræmmergaard, P. (2013). Transforming local government by project portfolio management. Transforming Government: People, Process and Policy, 7,50–75. http://dx.doi.org/10.1108/17506161311308160
70. Harris, P., Kinkela, K., & Shapiro, S. (2012). Case study on successive planning. Global Conference on Business & Finance Proceedings, 7, 134. Retrieved from http://www.theibfr.com/proceedings.htm
71. Hayek, M., Williams,Wallace A.,,Jr, Taneja, S., & Salem, R. (2015). An effective succession of social entrepreneurs: A stewardship-based model. Journal of Applied Management and Entrepreneurship, 20(2), 93. http://dx.doi.org/10.5465/ambpp.2014.11112
72. Helmich, D., & Gilroy, K. (2012). CEO succession and organizational transitions: Case of state-owned enterprises. Chinese Management Studies, 6, 568–581. http://dx.doi.org/10.1108/17506141211280263
73. Hoch, H. (2013). Book review – Maggots for millions. Deutsche EntomologischeZeitschrift., 60, 271. http://dx.doi.org/10.1002/mmnd.201300035
74. Hofmann, B.,et.al. (2014).Harmonization of ethics in health technology assessment: A revision of the Socratic approach. International Journal of Technology Assessment in Healthcare, 30(1), 3–9. http://dx.doi.org/10.1017/S0266462313000688 99
75. Hooijberg, R., & Lane, N. (2016). How boards botch CEO succession. MIT Sloan Management Review, 57(4), 14–16. Retrieved from http://sloanreview.mit.edu/
76. Horner, S., & Valenti, A. (2012). CEO duality: Balance of power and the decision to name a newly appointed CEO as chair. Journal of Leadership, Accountability and Ethics, 9(3), 53–74. Retrieved from http://www.nabusinesspress. com/jlaeopen.html
77. Houghton, C.,et.al. (2013). Rigour in qualitative case study research. Nurse Researcher, 20, 12–17. http://dx.doi.org/10.7748/nr2013.03.20.4.12.e326
78. Humphrey, M. (2013). Daughter succession: A predominance of human issues. Journal of Family Business Management, 3(1),2444.http://dx.doi.org/ 10.1108/2043623131132
79. Hur, W.,et.al(2014). How CSR leads to corporate brand equity: Mediating mechanisms of corporate brand credibility and reputation. Journal of Business Ethics, 125(1), 75–86. http://dx.doi.org/10.1007/s10551-013-1910-0
80. Isbell, M. G., Seth, J. G., Atwood, R. D., & Ray, T. C. (2015). Development and implementation of client-centered nutrition education programs in a 4-stage framework. American Journal of Public Health, 105(4), E65-E70.http://dx.doi.org/10.2105/ajph.2014.302512
81. AhmadiZahrani, M., Nikmaram, S., & Latifi, M. (2014). Impact of family business    characteristics on    succession planning: A case study in Tehran industrial towns. Iranian Journal of Management Sciences: A Quarterly, 7(2), 229–43. Retrieved from http://journal.iams.ir
82. Al-Dajani, H., Bika, Z., Collins, L., & Swail, J. (2014). Gender and family business: New theoretical  directions. International Journal of Gender and Entrepreneurship, 6(3), 218. Retrieved from http://www.emeraldinsight.com/journal/ijge
83. Appelbaum, S., et.al. (2012). Transferring corporate knowledge via succession   planning: Analysis and solutions—Part 1. Industrial and Commercial Training, 44(5), 281–289. http://dx.doi.org/10.1108/00197851211245031
84. Arbour, R., & Wiegand, D. (2014). Self-described nursing roles experienced during care    of dying patients and their families: A phenomenological study. Intensive and Critical Care Nursing, 30, 211–218. http://dx.doi.org/10.1016/j.iccn.2013.12.002
85. Avison, D., & Malaurent, J. (2014). Is theory king: Questioning the theory fetish in information systems. Journal of Information Technology, 29(4), 327–336. ba, A., Iatridou, et.al (2014). Sibling rivalry: Implications for the family business succession process. International Entrepreneurship and Management Journal, 10(4), 661–678. http://dx.doi.org/10.1007/s1136513-0271-
86. Baran, B., et.al (2012). Advancing organizational support theory into the twenty-first century world of work. Journal of Business and Psychology, 27, 123–147http://dx.doi.org/10.1007/s10869-011-9236-3
87. Bateman, J. (2013). Virtual patient design: Exploring what works and why. A groundedtheory study. Medical Education, 47(6), 595–606. http://dx.doi.org/10.1111/medu.12151
88. Bevan, M. (2014). A method of phenomenological interviewing. Qualitative           Health Research, 24, 136 http://dx.doi.org/10.1177/1049732313519710
89. Bishop, D., & Lexchin, J. (2013). Politics and its intersection with coverage   with evidence development: A qualitative analysis from expert interviews. BMC Health Services Research, 13, 88. http://dx.doi.org/10.1186/1472-6963-13–88
90. Bjuggren, P., & Sund, L. (2014). A contractual perspective on succession in family firms:A stakeholder view. European Journal of Law and Economics, 38(2), 211–225.http://dx.doi.org/10.1007/s10657-012-9331-6
91. Boudreaux, H. (2011). Succession planning across generations. Journal of FinancialPlanning, 24(6), 50–51. Retrieved from http://www.fpanet.org/journal
92. Boyd, B.,et.al (2014). Incumbent decisions about successiontransitions in family firms: A conceptual model. International Journal ofmFinancial Studies, 2(4), 335–-358. http://dx.doi.org/10.3390/ijfs2040335
93. Byrne, K.,et.al. (2014). How to prepare a program? roadmap. Journal of Economic Development, Management, I T, Finance, and Marketing, 6(1), 1–22. Retrieved from http://www.jed.or.kr/ Cater, J., III. (2011). Leadership crisis at Algood Press: A case study. Journal of the International Academy for Case Studies, 17(6), 85–95. Retrieved from http://www.academyforcasestudies.org/journal.html
94. Chow, M.,et.al (2013). Condition-specificquality of life questionnaires for caregivers of children with pediatric conditions:A systematic review. Quality of Life Research, 22(8), 2183–2200. http://dx.doi.org/10.1007/s11136-012-0343-z                                                  
95. Cope, D. (2014). Methods and meanings: Credibility and trustworthiness of qualitative research. Oncology Nursing Forum, 41, 89–91. http://dx.doi.org/10.1188/14.ONF.89-91Cox, R. (2012). Teaching qualitative research to practitioner-researchers. Theory IntoPractice, 51, 29–-136. http://dx.doi.org/10.1080/00405841.2012.662868
96. Cristiano, E. (2014). Analysis of the critical aspects of the generational turnover in family SMEs. Global Conference on Business & Finance Proceedings, 9, 237–246. Retrieved from http://www.theibfr.com/proceedings.htm
97. Dalpiaz, E., Tracey, P., & Phillips, N. (2014). Succession narratives in family business: The case of Alessi. Entrepreneurship: Theory & Practice, 38(6), 1375–1394.http://dx.doi.org/10.1111/etap.12129
98. Darvish, H., & Zahra Najafi, T. (2014). A study on the relationship between successionplanning and strategic planning. Case study: Payame Noor University of Aleshtar. Economic Insights—Trends & Challenges, 64, 11–24. Retrieved from http://www.upg-bulletin-se.ro/
99. Dastgeer, G., & Atiq, U.(2012). Effectiveness of management development in Pakistani corporate sector. Journal of Management Development, 31(8), 740–751. http://dx.doi.org/10.1108/02621711211253213
100. De Beuckelaer, A., & Wagner, S. (2012). Small sample surveys: Increasing rigor in supply chain management research. International Journal of Physical Distribution& Logistics Management, 42(7), 615–639  http://dx.doi.org/10.1108/09600031211258129
101. Durst, S., & Wilhelm, S. (2012). Knowledge management and succession planning in SMEs. Journal of Knowledge Management, 16, 637–649.
102. http://dx.doi.org/10.1108/13673271211246194
103. El-Chaarani, H. (2013). The success keys for family firms: A comparison between Lebanese and French systems. Journal of Business and Retail Management
104. Elizondo, M., Sánchez, I. G., Cortés, R., Humberto H., Ramos, L., & Olivares, M. (2014). Analysis of succession process in family businesses in Mexico: Its evaluation tool: Succession scorecard. Global Conference on Business & Finance Proceedings, 9(2), 1782–1789.   
105. Elsaid, E. (2014).  Examining the effect of change in CEO gender, functional and educational background on firm performance and risk. Journal Applied Business Research, 30(6), 1605. Retrieved applied-business-research-jabr/
106. http://www.cluteinstitute.com/journals/journal
107. Elsaid, E., Davidson, W, & Wang, X. (2011). CEO successor compensation: Outsideversus inside successions. Journal of Management & Governance, 15, 187–205.http://dx.doi.org/10.1007/s10997-009-9095-8
108. Elsaid, E., & Ursel, N. (2011). CEO succession, gender and risk taking. Gender in Management, 26(7), 499–512. http://dx.doi.org/10.1108/17542411111175478
109. Ferguson, A., M.P.A., & Morton-Huddleston, W. (2016). Recruiting and retaining the next generation of financial management professionals. Journal of Government Financial Management, 65(2), 46–-52. Retrieved from https://www.agacgfm.org/Resources/Journal-of-Government-Financial- Management.aspx
110. Fielding, J., Fielding, N., & Hughes, G. (2013). Opening up open-ended survey datausing qualitative software. Quality and Quantity, 47(6), 3261–3276. http://dx.doi.org/10.1007/s11135-012-9716-1
111. Filser, M., Kraus, S., & Märk, S. (2013). Psychological aspects of succession in familybusiness management. Management Research Review, 36, 256–277 http://dx.doi.org/10.1108/01409171311306409
112. Fitsimmons, G. (2013). Collective succession planning in librarianship. The Bottom Line,26(4), 142–143. http://dx.doi.org/10.1108/BL-10-2013-0027
113. Flaxington, B. (2014). How lead advisers can help the next generation succeed. Journalof Financial Planning, 27(12), 19–20. Retrieved from https://www.onefpa.org/journal/
114. Flynn, D. (2014). Succession planning: Are you proactive or reactive? Journal ofFinancial Planning, 27(11), 24–-25. Retrieved https://www.onefpa.org/journal/
115. Flynn, M. (2012). Succession planning is vital, says McDonald’s Chairman Andrew McKenna. Mergers & Acquisitions Report, 25(44), 19. Retrieved from http://www.themiddlemarket.com/
116. Francis, J., Johnston, M., Robertson, C., Glidewell, L., Entwistle, V. Eccles, M., & Grimshaw, J. M. (2010). What is an adequate sample size? Operationalizing data
117. Frels, R. K., & Onwuegbuzie, A. J. (2013). Administering quantitative instruments withqualitative interviews: A mixed research approach. Journal of Counseling &Development, 91(2), 184–194. http://dx.doi.org/10.1002/j.1556-6676.2013.00085
118. Froelich, K, et.al (2011). Succession planning in nonprofit organizations. Nonprofit Management & Leadership, 22, 3–20. http://dx.doi.org/10.1002/nml.20037
119. Galbraith, Q., Smith, S. D., & Walker, B. (2012). A case for succession planning. LibraryManagement, 33(4), 221–240. http://dx.doi.org/10.1108/01435121211242272
120. Gallo, E. (2013). Investing in future generations: Evolution of the business skills trust.Journal of Financial Planning, 26(6), 44–-45. Retrieved from http://www.fpanet.org/journal
121. “Organizational Silence and Organizational Commitment among Full-time Employees of the University of the Immaculate Conception” Yet to be published on The Ledger (The Official Journal of UIC’s Accountancy and Business Administration Research)
122. “Investigating Consumer Preferences in Selecting Buffet Restaurants in Davao Region, Philippines”
123. Published: October 09, 2017 through TAF Publishing Journal of Administrative and Business Studies “The Use of Technological Gadgets Among Online Sellers in Davao City”
124. Published: March 2018 The Ledger (The Official Journal of UIC’s Accountancy and Business Administration Research)  “Corporate Practices and Personal Satisfaction of the Aces Polytechnic College”
125. Published: February 20, 2014 PAIR Book of Abstracts SEMINARS/TRAININGS/FORA/RESEARCH CONFERENCES ATTENDED Graduate Program’s Research Celebration 5th Business and Governance Week – Ateneo de Davao University (January 27, 2018)
126. ETEEAP Training-Workshop for Assessors of ETEEAP Deputized HEIs (November 16-17, 2017 Business NGO Forum – Department of Social Welfare and Development (November 13, 2017)
127. Dental Service/Resource Sharing – UIC Community Development Center (November 07, 2017)
128. POPCEN 2015 Regional Data Dissemination Forum – Philippine Statistics Authority (October 30, 2017)
129. Researching and Developing for Humanity – Global Illuminators (September 29-30, 2017)
130. ETEEAP Benchmarking – University of Southeastern Philippines (September 26, 2017)
131. ISO 9001:2015 Internal Quality Audit – University of the Immaculate Conception (April 24- 26, 2017)
132. In-service Forum for Middle Administrators – University of the Immaculate Conception (January 31, 2017)
133. Outcomes-Based Education Icon 2016- Spady and Uy Center for Transformational Learning and Leadership Inc. (November 3-4, 2016)
134. Safety and Disaster Management Training/Workshop – University of the Immaculate Conception (September 10 & 24, 2016)
135. Training on Converting Research into the Publishable Paper – UIC Research, Publication and Innovation Centre (August 02, 2016)
136. In-Service Training for the Experienced and Expert Teachers – University of the Immaculate Conception (July 27, 2016)
137. Blended Learning Seminar – University of the Immaculate Conception – June 26, 2016
138. Foundation Course on Intellectual Property – Intellectual Property Office of the Phils. and UIC (May 26-27, 2016)
139. In-Service Training: Designing Assessments for Student Learning Outcomes – University of the Immaculate Conception (May 6-7, 2016)
140. Training Workshop on Ethnography as an Approach to Qualitative Research – Philippine Association of Institutions for Research, Inc. (November 30 – December 03, 2015)
141. Seminar on Intelligent Investing – Finance Department, SBG, ADDU and Association of Finance Educators in Mindanao (April 24, 2015)
142. Seminar-Workshop on Structural Equation Modeling (SEM) – University of the Immaculate Conception (February 04, 2015)
143. Training on Research Pedagogy: Trends and Best Practices – Philippine Association of Institutions for Research, Inc. (November 6-7, 2014)
144. Hands-on Session of the Geographical Information System (GIS Seminar-Workshop – UIC Research and Publication Center (July 09, 2014)
145. Faculty Formation Session – University of the Immaculate Conception (February 19, 2014)
146. Emotional Quotient and Psycho-Spiritual Integration Program – University of the Immaculate Conception (February 09, 2014)
147. National Academic Conference on Multidisciplinary Research – Philippine Association of Institutions for Research, Inc. & Davao Colleges and Universities Network (February 6-7, 2014)
148. Seminar on New Challenges in Business and Management – UIC Doctor in Business Management Program and Accountancy and Business Administration Program (February 02, 2014)
149. Seminar/Writeshop on Table of Specifications – University of the Immaculate Conception (November 06, 2013)
150. Professional Selling Skills – Spearhead Training (July 09-10, 2013)