Univrsity Of Tehran Press Journal of Public Administration 2008-5877 18 1 2026 03 21 Presenting a Succession Planning Model Using a Meta-Synthesis Approach Presenting a Succession Planning Model Using a Meta-Synthesis Approach 125 146 104107 10.22059/jipa.2025.401730.3774 FA Ali Jabbari Merkid Ph.D. Candidate, Department of Public Administration, Faculty of Management and Accounting, Aras International Campus, University of Tehran, Tehran, Iran. Hamid Reza Yazdani Associate Prof., Department of Human Resources Management, Faculty of Management and Accounting, College of Farabi, University of Tehran, Qom, Iran. Hosein Khanifar Prof., Department of Management, Faculty of Management and Accounting, College of Farabi, University of Tehran, Qom, Iran. Journal Article 2025 09 03 Objective Organizational success, particularly in a volatile future, depends significantly on proactive attention to developing successors for key positions. Succession development is a strategic, documented process for identifying, preparing, and appointing individuals to fill critical managerial and specialist roles essential for organizational continuity. The absence of a quality talent pipeline leads to weakened performance, operational delays, diminished service quality, the promotion of underqualified personnel, and increased organizational risk. This study, therefore, seeks to develop a comprehensive conceptual model for succession development within organizations. Methods This research is applied in purpose, descriptive in data collection, and qualitative in approach. It employs the meta-synthesis method to analyze existing literature. Data were gathered through a systematic review of scholarly documents, searching reputable domestic and international databases from 2010 to 2025. Using the Critical Appraisal Skills Programme (CASP) criteria, 81 studies were selected from an initial pool of 1,900 for final analysis. The selected materials were then analyzed using qualitative content analysis. Results The analysis produced a conceptual model comprising three core categories: Drivers, Substitution Process, and Consequences. Drivers are the enabling factors influencing the succession plan and are categorized into: (1) Individual Factors (enthusiasm, capability, career orientation); (2) Organizational Factors (succession culture, structure, training, senior management support, financing); and (3) Supra-Organizational Factors (labor market conditions, technological landscape, socio-cultural context, economic climate). The Substitution Process consists of three sequential phases: successor identification and selection, successor development, and successor evaluation. Consequences of effective succession planning are threefold: (1) Individual Outcomes (enhanced motivation, commitment, organizational affiliation, and skill development); (2) Organizational Outcomes (leadership continuity, reduced turnover risk, optimal HR planning, strengthened organizational memory and learning, sustainability, adaptability, and improved employer brand); and (3) Environmental Outcomes (improved quality of life and increased labor market dynamism). Conclusion This study concludes that succession management programs must be custom-designed in alignment with an organization's specific needs and resources. The proposed model presents a holistic view, demonstrating that succession management is a complex, long-term process influenced by a multidimensional set of drivers at the individual, organizational, and environmental levels. Attending to these drivers during the design and implementation of succession systems is crucial for achieving positive outcomes. Ultimately, a systematic succession process enables organizations to identify and cultivate the capable leaders and key personnel required to navigate a changing future successfully. Objective Organizational success, particularly in a volatile future, depends significantly on proactive attention to developing successors for key positions. Succession development is a strategic, documented process for identifying, preparing, and appointing individuals to fill critical managerial and specialist roles essential for organizational continuity. The absence of a quality talent pipeline leads to weakened performance, operational delays, diminished service quality, the promotion of underqualified personnel, and increased organizational risk. This study, therefore, seeks to develop a comprehensive conceptual model for succession development within organizations. Methods This research is applied in purpose, descriptive in data collection, and qualitative in approach. It employs the meta-synthesis method to analyze existing literature. Data were gathered through a systematic review of scholarly documents, searching reputable domestic and international databases from 2010 to 2025. Using the Critical Appraisal Skills Programme (CASP) criteria, 81 studies were selected from an initial pool of 1,900 for final analysis. The selected materials were then analyzed using qualitative content analysis. Results The analysis produced a conceptual model comprising three core categories: Drivers, Substitution Process, and Consequences. Drivers are the enabling factors influencing the succession plan and are categorized into: (1) Individual Factors (enthusiasm, capability, career orientation); (2) Organizational Factors (succession culture, structure, training, senior management support, financing); and (3) Supra-Organizational Factors (labor market conditions, technological landscape, socio-cultural context, economic climate). The Substitution Process consists of three sequential phases: successor identification and selection, successor development, and successor evaluation. Consequences of effective succession planning are threefold: (1) Individual Outcomes (enhanced motivation, commitment, organizational affiliation, and skill development); (2) Organizational Outcomes (leadership continuity, reduced turnover risk, optimal HR planning, strengthened organizational memory and learning, sustainability, adaptability, and improved employer brand); and (3) Environmental Outcomes (improved quality of life and increased labor market dynamism). Conclusion This study concludes that succession management programs must be custom-designed in alignment with an organization's specific needs and resources. The proposed model presents a holistic view, demonstrating that succession management is a complex, long-term process influenced by a multidimensional set of drivers at the individual, organizational, and environmental levels. Attending to these drivers during the design and implementation of succession systems is crucial for achieving positive outcomes. Ultimately, a systematic succession process enables organizations to identify and cultivate the capable leaders and key personnel required to navigate a changing future successfully.

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