Date of Conferral



Doctor of Business Administration (D.B.A.)


Business Administration


Gwendolyn Dooley


Risk management business leaders face eminent knowledge loss from retiring senior leaders if written succession strategies are not in place. Grounded in the organizational knowledge creation theory, the purpose of this qualitative multiple case study was to explore the succession strategies used by risk management leaders to retain tacit knowledge from retiring senior leaders. Data were collected through semistructured interviews with five risk management leaders in Florida, organizational succession plans, and reports from organizational knowledge transfer programs. Data were analyzed using thematic analysis. Four themes emerged: organizational knowledge transfer, knowledge management-succession planning, knowledge retention, and generational knowledge transfer. A key recommendation is for risk management business leaders to develop written succession plans using mentoring and knowledge transfer tools while considering the succeeding junior leaders' expectations. The implications for positive social change include the potential for organizational sustainability of risk management operations, increasing local economies through leadership development, and job sustainability.

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