Effect of Succession Planning Strategies on the Sustainability of Family
Businesses in Nigeria
AWOGBEMI JOHNSON AYOOLA, HAUWA LAMINO ABUBAKAR, MAY IFEOMA NWOYE,
CROSS OGOHI DANIEL
Department of Business Administration, Faculty of Management Sciences,
Nile University of Nigeria,
Plot 681, Cadastral Zone C-OO Research & Institution Area Nigeria, Airport Rd, Jabi 900001, Abuja,
NIGERIA
Abstract - The study is a descriptive survey designed to investigate the effect of succession planning strategies
on the sustainability of family businesses in Nigeria, using mentoring, training, job rotation, coaching, talent
management, and internship as proxies of succession planning. The population of the study consists of 79,460
small businesses in 36 states of Nigeria and the Federal Capital Territory as captured in the database of small
and medium enterprises in Nigeria. Multi-stage cluster sampling technique was used to determine the sample
and the Taro Yamani formula for calculating sample size was used to arrive at the sample size of 390 small
businesses. To provide for anticipated “no response”, a 5-scale Likert questionnaire for data collection was
administered to 443 representatives of small businesses across the six geo-political zones of Nigeria, out of
which 435 (98.2%) returned validly. The data collected was analyzed using frequencies, percentages, means,
correlation, and multiple regression model coefficients to determine the effect of succession strategies on the
sustainability of family businesses. 84.4% of the family businesses sampled say they engaged in succession
planning, and 22.1% had a written succession plan. Results of analyzing data from the study indicate that
mentoring, training, job rotation, coaching, talent management, and internship as succession planning strategies
are positively correlated to the sustainability of family businesses in Nigeria with statistical significance. This is
corroborated by the F-test result with the F calculated value of 202.5 and p-value 0.000 larger than the 2.01
critical F at 0.05 level of significance, implying that a significant joint impact of all the independent variables
exists on the dependent variable sustainability. Further, the multiple linear regression model analysis at a five
percent level of significance shows an R-squared of 0.802 which indicates that 80.2% variation in sustainability
is attributed to all the independent variables. Consequently, the six hypotheses for the study were rejected as the
findings of the study show a statistically significant effect of the succession planning strategies investigated on
the sustainability of family businesses in Nigeria. The researcher concludes that effective succession planning
will enhance the sustainability of family businesses potentially. The researcher recommends that founders,
owners, and managers of family businesses in Nigeria should adopt effective succession planning strategies,
with a written plan to make their business sustainable beyond their retirement or death.
Key-Words: - Succession Planning, strategies, family business, sustainability, Nigeria
Received: February 2, 2023. Revised: October 19, 2023. Accepted: November 1, 2023. Published: November 11, 2023.
1 Introduction
The responsibility of private individuals and
organizations is fundamental in deregulated
economies all around the world. They provide
enormous GDP (Gross Domestic Product)
contributions to nations and provide countless jobs
for the unemployed. Similar circumstances exist in
Nigeria, a country noted for its violent cycle. Some
organizations have a position in history since they
have been there for a long time; as a result, they are
thought of as the most planned type of corporation.
According to data from the Family Firm
Association from 2017 that was shared by, [1],
family firms account for 66% of all linkages from
one side of the world to the other, transmitting
roughly 70% to 90% of annual gross domestic
product and creating 50% to 80% of jobs in most
countries all around the planet. The study, [2], sets
that family-possessed organizations to address the
most established and most predominant kind of
business associations around the world. The study,
[3], reports that privately owned companies utilize
a critical number of laborers and are significant
supporters of the US economy as well as numerous
other nations' economies. The bigger number of
privately run companies neglects to pass unto the
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Hauwa Lamino Abubakar,
May Ifeoma Nwoye, Cross Ogohi Daniel
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third era. As per some examination, [3], just 10%
of these organizations figure out how to go into the
third era.
In basically every nation of the world,
confidential native endeavors are viewed as a
motor of development and are among the main
supporters of abundance and business creation, [4],
[5]. In Nigeria for instance, [4], recommends that
private native endeavors utilize over half of the
confidential area labor force. Progression has been
seen as perhaps the main figure guaranteeing the
supportability of a family-possessed business. The
study, [6], noticed that specialists have long
focused on the significance of progression
arranging in guaranteeing the coherence and
development of a business. A compelling
improvement of progression accommodates a
smooth change in administration and
proprietorship, [4]. Progression is one of the
unavoidable occasions in the existence of a
proprietor of a privately run company.
Commonly, the proprietor's retirement and
progression issues include giving possession to the
future and keeping the proprietorship inside the
family or the more distant family. At different
times, it might incorporate selling or shutting the
business. Since moving possession and progression
choices require adjusting family issues and
business improvement, [7], these may comprise
extremely unpleasant times for some entrepreneurs.
This illuminates the need to analyze Family
Possessed Organizations (Dandy) and the job
progression arranging techniques play in their
endurance and maintainability, [8].
Many elements regarding progression choices
present difficulties for privately run company
owners. Covertly run associations are something
past an endeavor for most select association
proprietors; thus, choices about the
predetermination of the business a large part of the
time have huge substance for the business
visionary, [9]. Furthermore, since various relatives
are consistently attracted to these choices,
development can create issues or pressures inside
the family.
The study, [10], portrays progression arranging
as the most common way of recognizing and
planning appropriate workers through coaching,
preparing, and work pivot, to supplant central
members inside an association as those vital
participants leave their situations for whatever
reasons, like retirement, headway and wearing
down. From the perspective of, [11], progression
techniques are a head, significant length example of
picking targets, necessities, and occupations inside
a connection and orchestrating people, relatives, or
specialists gathering for liabilities close with work
anticipated inside the furtively run association.
The executives and possession progression stay a
focal spotlight on which any remaining business
exercises rotate; be it in Nigeria or elsewhere on
the planet, [12]. Progression technique is a
significant variable that ought not to be ignored as
a component of the business cycle in small to
medium size family claimed organizations, [13].
This study examined how tutoring, preparing,
position turn, training, ability the board, and
temporary job as progression arranging techniques
could influence the supportability of privately-
owned companies in Nigeria.
2 Statement of the Problem
One of the most contentious subjects being studied
by select associations is the regulation of
development, which begins on one side of the
planet and moves to the next, [14], [15]. Short of
what one out of 20 arrive to the third and short of
what one out of three subtly run relationships get
by to the resulting age, [16], [17].
It is critical to investigate the progression
techniques of privately-run companies since
privately-run companies are the most predominant
corporate structure in the present commercial
center, where studies uncover that by and large,
quite a while back, just 8% of privately-owned
companies were claimed and overseen by groups of
kin, however, this has now expanded to an
expected 45%.
In Nigeria, just 10% of organizations
overviewed by PwC in its 2018 Nigeria Privately-
owned Company Review had a hearty, recorded,
and imparted progression plan set up (below the
worldwide normal of 15%), despite the fact that
over 77% of privately owned companies in Nigeria
intend to pass on administration as well as
possession to the future, [18]. The enormous
number of the family-possessed organizations
(Dandies) in Nigeria that have either shut shop or
quit working appropriately at the death of their
proprietors/chiefs is because of what seems, by all
accounts, to be the absence of legitimate
progression arranging, [19].
From the assortment of writing, [20], [21],
[22], have explored the impact of progression
anticipate maintainability of family-claimed
organizations in Anambra, Lagos, and Ogun;
however, none of these specialists took a gander at
progression techniques covering all the geo-
political zones in Nigeria or from the geo-political
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Hauwa Lamino Abubakar,
May Ifeoma Nwoye, Cross Ogohi Daniel
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viewpoint of Nigeria. Past examinations in Nigeria
had been focused on Lagos/Ogun and Anambra,
abandoning different pieces of Nigeria, particularly
the business province of Kano in Northern Nigeria.
This exploration accordingly looked to fill the hole
by investigating the impact of progression
arranging procedures on the maintainability of
privately-run companies in Nigeria covering the
whole six geological areas of Nigeria. Progression
arranging is proxied by tutoring, preparing,
instructing, and the ability of the executives.
Manageability is estimated by the number of years
the business has been at present while benefit level
is utilized as a middle person.
Other objectives are to:
i. Examine the impact of coaching on
maintainability of privately-owned companies
in Nigeria
ii. Investigate the impact of preparing on
maintainability of privately-owned companies
in Nigeria
iii. Evaluate the impact of training on the
supportability of privately owned companies in
Nigeria
3 Literature Review
3.1 Succession Planning
Notwithstanding the acclaimed commitments of
private companies to the development of different
economies, Nigeria's comprehensive, larger part of
the family-claimed organizations are stood up to
with comparable test in the space of business
congruity. The study, [23], With the dynamic and
tempestuous nature of Nigeria's business climate,
an expanding number of little privately-run
companies working in Nigeria have either closure
or quit working at the retirement, debilitation, or
demise of the business owners/proprietors,
attributable to the shortfall of an unmistakable
progression plan, vision separate between the
proprietor and the replacement, indifference,
imperative drive, specialized information and
capacities to deal with the business judiciously,
[24].
The possibility of development sorting out has
been defined as "a relationship's conscious and
deliberate effort to ensure association sufficiency in
key positions, hold and build intellectual and
informational capital for the future, and draw in
individual advancement", [25]. There are two or
three perspectives that embrace the worth of
development sorting out in the ongoing alliance.
Senior pioneers are a ton of knowing that "they
went on with diligence of the connection depends
in the wake of having the ideal individuals
immaculately arranged wonderfully", [26]. The
effect on different evened-out development would
obliterate on the off chance that a replacement was
out of nowhere required and none had been seen.
The course of development sorting ought to
help and upgrade the basic preparation and key
vision of a connection and give a chief beginning
stage to power and delegate improvement
programs, [27]. Without this essential obsession,
affiliations will experience issues remaining
mindful of drive congruity or seeing fitting
pioneers when a difference in business system is
critical, [28]. This is crucial to recall thinking about
the way that "the development cycle and escort
administrative issues will overall be generally
noticeable at the most important spot of the
association, [29].
Development putting together had been
evaluated by various experts in the past utilizing
different go-betweens. [30], utilized tutoring;
preparing and work turn as degrees of development
arranging. Coaching and instructing were utilized
by, [31]. Getting ready was utilized by, [32]. The
study, [33], saw preparation and improvement. The
study, [34], utilized work improvement (limit the
bosses). Mentorship was in this way utilized by,
[35]. The study, [36], utilized training and HR
improvement. Work change was utilized by, [37].
3.1.1 Mentoring
Mentoring incorporates the mentor and the mentee,
which are the two essential players all the while. In
any case, while the relationship should be two-way,
with the two players potentially benefitting from
the exchange, the mentor, by thought, is the person
who will overall be more able and taught than the
mentee. Plus, in view of his/her circumstance, the
mentor will overall have more conspicuous
permission to resources (like the data and power in
the affiliation), which the coach picks or doesn't
decide to give to the mentee. Because of their
experience and induction to resources, directs begin
to stand out and shape the resulting coordinated
efforts, as a rule, with the mentee, [38].
A tutor is a person with strength who can assist
with developing the matter of a mentee. A tutor a
large part of the time has two central capacities
with regards to the mentee. The job-related limit
fans out the helper as an aide who gives
encouraging dealing with the mentee's lord show
and improvement, [39]. The psychosocial limit fans
out the tutor as a certified model and genuinely
impressive association for the mentee. The two
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limits give express and appreciated models related
to competent improvement as well as wide
agreement among fun and serious activities, [40].
The exchange of information across ages inside
family-claimed businesses helps span the holes in
viable learning and dynamics not caught by the
formal school system, [41]. Thus, information is
moved and shared structures the center of the solid
groundwork handed down to the cutting edge for
the upper hand required in supporting the
productivity, development, and progress of their
family-claimed business, [42]. Nonetheless, the sort
of mentorship experienced in these family-
possessed organizations is in many cases classified
among casual and formal mentorship, [43];
attributable to the way that they are generally not
suitably organized, nor are they unstructured
connections, [44]. Tutoring is a worldwide
recognized device utilized in building likely
pioneers, reinforcing hierarchical and
representative capacities, widening worker
knowledge, [44], fostering authoritative
information, and supporting the company's upper
hand, [45].
3.1.2 Training
For affiliations to be appropriate and for people to
have positive workplace experiences, planning and
improvement are essential, [46]. Organizing
considers capacity, flourishing, workplace security,
and self-awareness. All organizations that employ
people must train and motivate their employees.
The majority of associations are aware of this
requirement and place a strong emphasis on
planning and improvement. The study, [47], such
an initiative might involve hiring top-notch
availability and improvement professionals and
compensating employees who are involved in
planning and progress. Interest in planning and
moving includes being aware of space and
equipment, as well as maintaining that awareness.
Additionally, it suggests that valuable employees
who work in the connection's critical business
areas, such as creation, maintenance, sales,
exhibiting, and the bosses' assistance, should
occasionally coordinate their thoughts and efforts
to support organizing movement and transport,
[48]. This means they should focus absolutely on
rehearses that are more important concerning the
association's focal business. In any case, interest in
arranging and progress is generally viewed as
exceptional association practice to remain mindful
of fitting limits now and later on, [49].
Arranging is a course of learning a social
occasion of revamped lead. It is the utilization of
information, and it endeavors to work on the
demonstration of representatives in the ongoing
workplace and sets them up for ordinary work.
Arranging is a transient collaboration using a
purposeful and worked strategy by which the non-
administrative labor force secures specific
information and capacities with regard to an
unequivocal clarification. Arranging suggests
direction in unambiguous and mechanical
activities, similar to the development of some
machine//gear. Arranging is for a particular
occupation-related reason, [50].
3.1.3 Coaching
As demonstrated by, [51], "Educating is about
change. It is the workmanship and investigation of
working with the master learning and headway of
others through private, facilitated, hands-on getting
ready for capacities and expertise." Investigation
shows preparing can essentially additionally foster
execution when driven through coordinated trade
that has been definitively arranged with critical
goals, targets, and result evaluation, [52].
Various activities, for instance, coaching and
getting ready have been contrasted with teaching.
Regardless of the way that preparing and mentoring
are supposed to achieve a practically identical
result - master or personal development of the
coachee, methodologies for achieving the targets
shift. While an aide is a person who has gained
ground in his field and as of now helps and offers
his contribution to the coachee, passes capacities,
helps the coachee to get away from predicaments,
offers hints, and gives direct assistance, the guide
doesn't give suggests clearly, yet helps the client
with finding the answers for the consuming
requests, [53].
Planning of course is the technique engaged
with getting data, capacities, or limits by study,
understanding, or training. The coach by definition
is the expert, and the informative class is likely
going to be assigned unambiguous capacities for
ensured results, [54].
According to, [55], whether work environment
training is utilized in a healing setting for execution
the board purposes, as a feature of a bleeding edge
staff abilities improvement program, hands-on
passageway instructing or as authority
advancement instructing, work environment
training abilities have a fundamental spot in each
pioneer's tool stash.
3.2 Sustainability
Hierarchical maintainability is vital to reliable,
long-haul mission results and viability for private
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restricted organizations. The Global Foundation for
Economical Turn of Events (1992) thinks that
"assuming reasonable improvement is to
accomplish its true capacity, it should be
coordinated into the preparation and estimation
frameworks of business undertakings." Long haul
endurance of any association requires fruitful
execution of techniques that protect or secure in
components of supportability, [56].
Making arrangements for authority progression
and congruity is fundamental to guaranteeing
hierarchical maintainability and is a critical
obligation of all chief supervisors in confidential
restricted organizations. At the point when the
inescapable initiative change happens, associations
that arrange for administration progression are
bound to encounter a very much oversaw change,
[57].
Along these lines, family-ensured affiliations,
[58], express that how much life can be connected
while accomplishing its central objective is implied
as common sense, which is constantly affected by
various variables, for instance, genuine movement
orchestrating, [59], ability to expect and answer
change, among others, the action of the business as
an alternate legitimate component, which includes
separating individual resources and assets from
business holds; set up a structure fit for carrying on
the business action unreservedly of the owner;
instructing, planning and outfitting the supplanting
with within tasks of the business, [60].
Agreeing with the spot Down to Earth Business
Association portraying sensibility as "basically the
ability to continue finishing something, long haul,"
this study assessed viability when designation
(number of years) the exclusive organization has
been carrying on with work, [61], [62]. Given the
normal setting of Nigeria with a lacking system, the
massive cost of continuing with work, different
expense assortment, unpredictable government
procedures, and the inclinations, five years is taken
to be a period to consider an exclusive organization
efficient.
3.3 Theoretical Review
The speculation of the life cycle is the foremost
speculation that maintains this investigation work.
This theory was propounded by, [63]. According to
them, four stages can incite a strong movement of
secretly run organizations. This speculation
underlines on owner of the leaders, planning and
headway, affiliation, and power move. These stages
communicated by, [63], are the huge parts
pondered in this investigation work. Considering
this, the researcher had the choice to see clearly
what it includes to have a reasonable movement
expect exclusive organization. In this speculation,
mentorship by the owner/boss of exclusive
organizations highlighted proliferating the presence
of the associations which is fundamental for
reasonability, [63]. Thus, the elements of the audit
are appropriately obtained by the speculation.
Similarly, the speculation has revealed that
arrangement and sharing of capacities by the tenant
is critical in the movement of exclusive
organization and that the principal part of the
commitment of the board and authority is solely a
result of the substitution, [64].
This concentrate lines up with the association
model development hypothesis which recommends
that to guarantee drive development is set up, the
affiliation ought to anticipate leaving managers by
relegating a replacement before the consistent
pioneer leaves, groom picked inside competitors by
permitting them to shadow the constant pioneers at
last block fight by making association changes
quickly, [65].
4 Methodology
The study is a descriptive research using the survey
design. A descriptive survey design was used as a
means of gathering data to measure the effect of
mentoring, training, and coaching, on the
sustainability of family-owned businesses in the six
geo-political zones of Nigeria. The survey presents
an oriented methodology used to investigate the
population by selecting samples to analyze and
discover occurrences, [66]. However, [67], reported
some limitations of survey research. One general
limitation attributed to survey research by, [67] is
the oversimplification of social reality.
The questionnaire was designed to gather data
from respondents who were owners, family
members, senior staff, and operational staff of
family businesses in Nigeria. The items used for
the correlational and regression analysis in the
study were formulated on a five-point Likert scale,
which assessed the degree respondents agreed or
disagreed with the statement (5-strongly agree; 4-
agree; 3-undecided; 2-disagree; 1-strongly
disagree).
The data collected was checked for quality
before coding and data analysis which led to the
rejection of eight questionnaires for containing data
considered to be invalid. Correlational and multiple
regression analyses were conducted with the aid of
a statistical package to aid findings. The population
of the study consists of all the 16,363 small
enterprises in the six selected states according to
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the 2020 data frame of enterprises by the, [68] as
presented in Table 1.
Table 1. Population of the Study
State
Small Enterprises (10-49 workers)
Anambra
1,095
Bauchi
2,942
Cross River
1,812
Kano
5,323
Osun
1,543
FCT Abuja
3,648
Total
16,363
Source: Researcher’s Computation, 2021
The study adopted a multistage cluster
sampling technique to determine the sample for the
study. The first stage was constructing the clusters.
Nigeria is divided into six geopolitical zones. The
existing six geopolitical zones of Nigeria as
presented in Table 2 were adopted as the clusters
for the study. The second stage was the purposive
selection of a state from each cluster using simple
random sampling.
The states were selected given their
commercial nature and possessing characteristics
that were fairly representative of the other states
making up the zone. Security and access were also
considered in selecting the states. The third stage
was determining the number of family businesses
(survey sample) in the selected states through
proportionate sampling. The reason for this is that
the populations of family businesses are not the
same for all the states.
The study used a cluster sampling method to
select the six states used for the study. Officially,
there are six geo-political zones in Nigeria. Nigeria
in this study was clustered according to the six geo-
political zones and a simple random method was
used to select a state from each zone. The six geo-
political zones in Nigeria are: North Central (6
states & the FCT), North East (6 states), North
West (7 states), South East (5 states), South-South
(6 states), and South West (6 states).
The states selected in the six geopolitical zones
and the population of small enterprises is tabulated
in Table 3. Since family businesses were not
specified in the database, the family businesses
were identified in the field based on the population
characteristics.
Table 2. The six geopolitical zones of Nigeria
Geo-political
Zone
North Central
North East
North West
South East
South South
South West
Total
Source: Researcher’s Computation, 2021
Table 3. Selected states and population of Small
Enterprises (SEs)
Geo-political Zone
State Selected
Population
Zone 1 (North Central)
FCT
3,648
Zone 2 (North East)
Bauchi
2,942
Zone 3 (North West)
Kano
5,323
Zone 4 (South East)
Anambra
1,095
Zone 5 (South-South)
Cross River
1,812
Zone 6 (South West)
Osun
1,543
Total
6
16,363
Source: Researcher’s Computation, 2021
The sample size was statistically determined
using the Taro Yamane (1967) formula for
determining sample size as shown in the
calculation below. The Taro Yamane formula was
preferred as it is a simplified formula for proportion
which minimizes the difficulty of obtaining a good
estimate of population variance and has become
very popular with researchers. The formula is best
suited for categorical variables and only applicable
when the confidence coefficient is 95% with a
population proportion of 0.5.
n=N/1+N(e)2
Where n = sample size
N = population size
e = margin error (5% or 0.05)
1 = constant
Therefore:
n = 16,363/1+16,363(0.05)2
n = 16,363/1+16,363(0.0025)
n = 16,363/1+40.9075
n = 16,363/41.9075
n= 390.4552 or 390
Therefore, the sample size of the study is 390
family businesses across the six geo-political zones
in Nigeria.
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The researcher used the purposive sampling
technique based on the characteristics of the
population that are of interest to the researcher
(Appendix C) to select the enterprises surveyed in
each state selected from the geo-political zones as
shown in Table 4.
Table 4. Sample of Family businesses in Nigeria
(as selected from zones)
Zone
State
Population
Proportion
Sample
North
Central
FCT
3,648
3,648x390/16,363
87
North
East
Bauchi
2,942
2,942x390/16,363
70
North
West
Kano
5,323
5,323x390/16,363
127
South
East
Anambra
1,095
1,095x390/16,363
26
South
South
Cross
River
1,812
1,812x390/16,363
43
South
West
Osun
1,543
1,543x390/16,363
37
Total
6
16,363
-
390
Source: Researcher’s Computation, 2021
However, identification of family businesses
across the six states was done in the field based on
whether they were small businesses as defined by,
[69], whether they had been in business for at least
five years, access, availability of a respondent
(owner, manager, family member or senior staff)
and willingness to provide the required data.
Therefore, the sampling approach employed is
purposive sampling as the characteristics of the
samples were defined for the purpose relevant to
the study. The family businesses selected were
small enterprises and 87.4% had been in business
for at least 5 years at the time of data collection.
They also had enough data for the study. As
mentioned earlier, the family businesses were
identified in the field by the enumerators, as there
was no reliable list of family businesses in the
state's pre-data collection.
The primary method of data collection using
the questionnaire was adopted in this study. The
quantitative approach using a questionnaire was
considered most appropriate for this study as the
researcher sought to test and verify or reject
predetermined hypotheses using numerical data and
statistical analysis, [70], and the pursuit of
generalization and cause-effect associations
through deductive reasoning, [71].
4.1 Model Specification
Regressions are very good tools to make
predictions on some future outcome based on
information we have today and to measure the
correlation between two variables holding other
variables fixed. However, regressions are very bad
tools to measure causal relationships between
variables. This limitation does not affect the use of
the regression method in this research work as the
focus of this study is to measure correlations.
Mentoring, training, and coaching are the
independent variables while sustainability is the
dependent variable. Profitability level is used as a
control variable. The study used the multiple linear
regression model. Linear regression is one of the
most widely used approaches used to model the
relationship between two or more variables. It can
be applied anywhere, [65]. Simply, it is the ‘line of
best fit’ that represents a dataset.
The model for the study using the multiple
linear regression method is𝑆𝑈𝑆𝑖= 𝜑0+
𝜑1𝑀𝐸𝑁𝑖+ 𝜑2𝑇𝑅𝐴𝑖+ 𝜑3𝐶𝑂𝐴𝑖+ 𝜑6𝐼𝑁𝑇𝑖+
𝜑7𝑃𝑅𝑂𝑖+ 𝜇𝑖
Where:
SUS = Sustainability
MEN= Mentoring
TRA = Training
COA = Coaching
PRO= Profitability level of the business
i denotes cross-sectional dimension and μ, error
term.
𝜑0 =Intercept or Constant
𝜑1 to 𝜑7 = Slope of the regression line with respect
to the independent variables
µ =error term
4.2 Decision Rule
To estimate the regression analysis model, IBM
SPSS Statistics 25 software was used. The
procedure involved specifying the dependent and
independent variables; in this case, mentoring,
training, coaching, (independent variables), and
sustainability (dependent variable). SPSS was run
and from the outputs, the values of the constant (b0)
coefficient of regression β were obtained. In
addition, the outputs showed the T statistics and P
values for the coefficients which resulted in either
rejecting or failing to reject the hypotheses at a 5%
level of significance. The P-value is the probability
of getting a result that is at least as extreme as the
critical values (0.05). A null hypothesis is rejected
if the P-value is less than or equal to the critical
value (0.05). Also, the coefficient of determination
(r2) which measures the proportion of the
dependent variable that could be explained by the
regression model is obtained. At the P-value of less
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than or equal to a critical value, a null hypothesis is
rejected as it would mean there is a slope between
the variables. A linear relationship exists when the
P-value is less than or equal to the critical value.
5 Results
5.1 Correlational Evaluation of the Factors
The degree of association between two things is
suggested by affiliation. The heading and strength
of a close link between two or more variables is
indicated by the affiliation coefficient (r). The
relationship coefficients of the variables in a
correlational report are displayed by an affiliation
network. This form of correlation will surface in
hypothesis testing, exploratory research, or
quantitative evaluation centers where it is desired
to explore the relationship between several
components. To decipher the relationship network,
a comprehension of how affiliation is evaluated is
required. It is vital to see that relationship
coefficients all-around reach from - 1 to +1. The
positive or negative sign lets us know the heading
of the relationship and the number lets us know the
strength of the relationship. The most remarkable
strategy for surveying this relationship is the
Pearson thing second association coefficient called
The PPMCC, PCC, or Pearson's r. The ideal
connection between the factors is implied by the
positive value (+1.00), the ideal connection
between the factors is implied by the negative value
(- 1.00), and there is no connection between the
components (0.00).
Additionally, as shown in Table 5, connections
quantify the direction and intensity of straight links
among components. The positive or negative sign
before the number indicates the direction of the
relationship, If the relationship is positive, it actns
that as one variable increases, the other variable
also increases. If the relationship is negative,
however, it means the opposite.
In this case, the manageability of privately held
enterprises increases as progression methods do;
therefore, assuming there is a positive relationship
between a progression methodology and
maintainability, it means that the two aspects are
progressing in the same direction. This implies that
a positive connection and a positive relationship are
traveling in the same direction.
Table 5. Interpretation of Correlation Table
Correlation
Strength of Linear Relationship
+1
Perfect positive relationship
0.8
Fairly strong positive relationship
0.6
0
Moderate positive relationship
No relationship
-1
Perfect negative relationship
-0.8
Fairly strong negative relationship
-0.6
Moderate negative relationship
Source: Jim Frost, 2021
If the correlation is weak, it means that as
development systems advance, the viability of
privately owned businesses declines. As the two
components are traveling in opposite direction, this
implies that a negative connection resembles a
negative relationship. Therefore, the positive or
negative sign indicates the direction of the
relationship, and the number next to the sign
indicates the relationship's areas of strength. The
relationship coefficients for the components on the
impact of advancement procedures on the
manageability of privately-run businesses in
Nigeria considered in this review are shown in the
connection structure Table 6. The values for the
connections vary from -1 to +1, with 0.75-0.99
denoting a very strong association between the
convergent factors, 0.5-0.74 denoting a strong
relationship among the crossing factors, and 0.35-
0.49 denoting a weak relationship among the
elements.
Table 6. Correlation Matrix Table
MEN
TRA
COA
PRO
SUS
MEN
r
1
TRA
r
.239**
1
COA
r
.435**
-0.040
1
PRO
r
.165**
0.044
.242**
1
SUS
r
.653**
.233**
.690**
.485**
1
N
435
435
435
435
435
**. Correlation is significant at the 0.01 level (2-tailed).
Source: Researcher’s Computation, 2021
It is qualified to take note of that the worth of r
is consistently among +1 and - 1 and the higher the
number, the more grounded the relationship is. By
and by, analysts are content with the connection of
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0.5 or higher. While getting ends from connections,
the size of the example along with the measurable
importance is thought of. The bearing of the
relationship doesn't influence the strength of the
relationship. For example, for a relationship of
+0.56 and - 0.75, we will generally expect that a
connection of - 0.75 is more vulnerable than +0.56.
In any case, the truth is, that a relationship of - 0.80
is pretty much as high or similarly as solid as the
connection of +0.80. While looking at +0.56 and -
0.75. the relationship of - 0.75 is more grounded
than the connection of +0.56.
The connection network Table uncovered that
all the connection coefficients (r) for the logical
factors (progression systems) are positive which
demonstrates that the progression procedures and
manageability of privately-run companies move in
a similar course.
5.2 Pre-Model Diagnostic Test
Table 7. Normality Test for Variables
Tests of Normality
Varia
ble
Level
Natural Log
Transformation
Kolmogoro
v-Smirnova
Shapiro-
Wilk
Kolmogoro
v-Smirnova
Shapiro-
Wilk
Statis
tic
p-
val
ue
Statis
tic
p-
val
ue
Statis
tic
p-
val
ue
Statis
tic
p-
val
ue
MEN
0.141
0.0
00
0.918
0.0
00
0.177
0.1
05
0.868
0.1
58
TRA
0.150
0.0
00
0.917
0.0
00
0.156
0.1
06
0.894
0.1
35
COA
0.203
0.0
00
0.883
0.0
00
0.214
0.0
99
0.824
0.0
51
PRO
0.136
0.0
00
0.900
0.0
00
0.154
0.1
14
0.904
0.1
55
SUS
0.069
0.0
00
0.960
0.0
00
0.095
0.0
83
0.930
0.2
85
a. Lilliefors Significance Correction
Source: Researcher’s Computation, 2021
From Table 7, the ordinariness of factors was
tried with the Kolmogorov-Smirnov and Shapiro-
Wilk trial of ordinariness. The outcomes show that
none of the factors was typically conveyed when in
its unique structure since their separate p-esteem
was seen to be not exactly the 0.05 (5%) level of
importance. Then, a characteristic logarithm
change of the factors was finished to address for
the ordinariness suspicion infringement and
consequently re-tried and every one of the factors
apparently was typically circulated after the normal
log change. Subsequently, the normal log change of
the factors will be utilized in fitting the various
relapse models.
5.3 Multicollinearity Test for Factors
Fluctuation expansion factors (VIF) measure how
much the difference of the assessed relapse
coefficients is swelled when contrasted with when
the indicator factors are not straightly related. It is
likewise used to portray how much
multicollinearity (connection between indicators)
exists in a relapse examination. Multicollinearity is
tricky because it can build the difference of the
relapse coefficients, and steer relationship, making
them unsound and challenging to decipher.
Table 8. Collinearity Statistics
Tolerance
VIF
1
lnMEN
.621
1.612
lnTRA
.910
1.099
lnCOA
.577
1.733
lnPRO
.903
1.108
a. Dependent Variable: lnSUS
Source: Researcher’s Computation, 2021
As seen in Table 8, the Focused VIF
coefficients range from 1.099 to 1.733 for every
one of the factors (MEN, TRA, COA, and Star),
which falls inside the reach 1 < VIF < 5 that
suggests that there is a presence of modestly related
illustrative factors in the models to be formed.
Consequently, multicollinearity isn't an issue for
the models to be planned.
5.4 Trial of Theories
Evaluation of the believability of the speculations
was completed on the accessible information
utilizing the various direct relapse models. The
degree of importance is restricted to five percent in
this relapse examination. The model synopsis table
is introduced as Table 9.
Table 9. Model Summary
Model
R
R
Square
Adjusted
R Square
Std.
Error of
the
Estimate
Durbin-
Watson
1
.895a
0.802
0.798
0.05919
1.763
a. Predictors: (Constant), lnPRO, lnTRA, lnMEN,
lnCOA
b. Dependent Variable: lnSUS
Source: Researcher’s Computation, 2021
Here, the value of R (0.895) is the different
association coefficient between the effect of the
movement systems and the practicality of secretly
run organizations collaborating closely. The strong
level of connection between the variables,
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R=0.895, is evident. The R-Square coefficient of
confirmation is equal to 0.802. This demonstrates
that all free factors (Virtuoso, TRA, MEN, and
COA) are responsible for 89.5% of the variation in
SUS. In addition, the Durbin-Watson test was used
to conduct a scientific analysis of the model's
stability. The residuals from the fitted backslide
model do not exhibit any autocorrelation, according
to the Durbin Watson (DW) estimation test. The
value of 1.763, which is close to 2.0 and suggests
that no autocorrelation was detected in the fitted
model, makes this evident. Therefore, procedure
assessment and other assumptions might be based
on the model's derivation. The overall model
significance test is presented in Table 10.
Table 10. Overall Model Significance Test
Model
Sum of
Squares
df
Mean
Square
F
Sig.
1
Regression
5.668
7
0.810
202.5
.000b
Residual
1.401
400
0.004
Total
7.070
407
a. Dependent Variable: lnSUS
b. Predictors: (Constant), lnPRO , lnTRA ,
lnTAM , lnJBR , lnINT , lnMEN , lnCOA
Source: Researcher’s Computation, 2021
Here, the F-test is used to test the joint
significant effect of the independent variables on
the dependent variable as stated. The F statistic
calculated value of 202.5 and p-value 0.000 which
is less than 0.05 (5%) level of significance imply
that a significant joint effect of all the independent
variables (TRA, MEN, COA and the mediating
effect of PRO) exists on the dependent variable
SUS. Since the F statistic (202.5) is greater than the
F critical value (2.01), we can conclude that the
regression model as a whole is statistically
significant. Hence, these results suggest that there
is a significant effect of all succession planning
strategies on the sustainability of family businesses
in Nigeria.
This study adopts the multiple regression
analysis model approach to ascertain the effect of
the various succession strategies on the
sustainability of family businesses in Nigeria. The
estimated regression model coefficients were used
to make inferences about all the postulated
hypotheses. The variables selected include a
measure of the Sustainability of family businesses
as the dependent variable. The independent
variables include Mentoring (MEN), Training
(TRA), and Coaching (COA) while Profitability
(PRO) serves as a mediating variable as presented
in Table 11
Table 11. Model Parameter Estimates
Model
Unstandardize
d Coefficients
Standardize
d
Coefficients
t
Sig.
B
Std.
Error
Beta
(Constant
)
-
0.013
0.052
-
0.242
0.809
lnMEN
0.206
0.024
0.239
8.455
0.000**
*
lnTRA
0.158
0.026
0.141
6.046
0.000**
*
lnCOA
0.194
0.023
0.252
8.583
0.000**
*
lnPRO
0.178
0.022
0.188
8.026
0.000**
*
Dependent Variable: lnSUS
* 10% level of significance
** 5% level of significance
*** 1% level of significance
Source: Researcher’s Computation, 2021
Hypothesis One
H01: Mentoring has no significant effect on the
sustainability of family businesses in Nigeria.
The first objective of this research is to examine the
effect of mentoring on the sustainability of family
businesses in Nigeria. Thus, mentoring becomes
the first independent variable of this research. From
Table 11, the unstandardized coefficient for
mentoring is 0.206, which implies that mentoring
has a positive influence on the sustainability of
family business. In other words, as mentoring
increases by one unit, there is the tendency for the
sustainability of the family business to increase by
0.206 units, all things being equal. With a p-value
of 0.000, one can say that the result is statistically
significant at five percent. Therefore, the first
hypothesis (HO1): that Mentoring has no significant
effect on the sustainability of family businesses in
Nigeria is rejected. Mentoring has a statistically
significant effect on the Sustainability of family
business, as such, Mentoring leads to an increase in
the Sustainability of family business by 0.206 units.
Hypothesis Two
H02: Training has no significant effect on the
sustainability of family businesses in Nigeria.
Table 11 also highlights the relationship between
the explanatory variable Training and the explained
variable Sustainability of family businesses. The
Table reports the unstandardized coefficient of
items related to Training to be 0.158, meaning that
Training has a statistically significant effect on the
Sustainability of family businesses. The
unstandardized coefficient further indicates that a
unit increase in Training leads to an increase in
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Sustainability of a family business by 0.158 units.
With a p-value of 0.000, one can say that the result
is statistically significant at a five per cent level of
significance. Therefore, the second hypothesis
(HO2): That training has no significant effect on the
sustainability of family businesses in Nigeria is
rejected. Training has a statistically significant
effect on the Sustainability of family businesses in
Nigeria, as such Training leads to an increase in the
Sustainability of family businesses by 0.158 units.
Thus, we can conclude that Training has a
significant impact on the Sustainability of family
businesses in Nigeria.
Hypothesis Three
H03: Coaching has no significant effect on the
sustainability of family businesses in Nigeria.
The fourth objective is to examine the effect of
coaching on the sustainability of family businesses
in Nigeria. The result from Table 11 shows the
regression analysis between the explanatory
variable Coaching and the explained variable
Sustainability of family businesses. The table
shows the unstandardized coefficient of items
related to coaching to be 0.194 implying that
coaching has a positive effect on the Sustainability
of family businesses. The unstandardized
coefficient further indicates that a unit increase in
coaching leads to an increase in the Sustainability
of family businesses by 0.194 units, all things being
equal. With the estimated p-value of 0.000, one can
say that the result is statistically significant at a five
percent level of significance. As a result of these
findings, the null hypothesis (H0) which stated that
there is no significant relationship between
coaching and the Sustainability of family
businesses is hereby rejected. Thus, we can
conclude that coaching has a significant impact on
the sustainability of family businesses in Nigeria.
6 Discussion of Findings
This subsection will discuss the findings of this
study concerning available evidence in the
literature. The discussion will follow the sequence
of the tested hypothesis.
Discussion of Findings: Hypothesis One
From the regression analysis results for hypothesis
one, there is an indication that Mentoring (MEN)
has a positive and statistically significant influence
on the sustainability of family businesses in
Nigeria. The results necessitated the rejection of the
null hypothesis. Thus, establishing that mentoring
has a significant effect on the sustainability of
family businesses in Nigeria.
The finding for hypothesis one aligns with
previous literature. This result is consistent with the
outcome of previous studies, [72], [73], [74], [75],
[76], [77]. Mentoring aims to aid the younger
generation in the family to learn more and be well-
guided about the family’s business. It is through
mentoring that knowledge and wisdom of doing
things are transferred to the mentee. Thus, we can
conclude that Mentoring has a significant impact
on the Sustainability of family businesses in
Nigeria.
Discussion of Findings: Hypothesis Two
The results of the analysis of data for hypothesis
two indicate that, Training (TRA) which is a
component of succession strategies has a reported
positive coefficient value. This indicates that
training of family members and staff in the
business with leadership potentials significantly
increases the Sustainability of family businesses in
Nigeria. This study has earlier established that
training is positively correlated with sustainability
and therefore has a significant effect on the
Sustainability of family businesses in Nigeria.
The findings of hypothesis two agree with
some of the empirical studies reviewed in this
dissertation. This result is consistent with, [78],
which determined the impact of training and
development on the employees’ performance and
effectiveness at District Five Administration
Office, Addis Ababa, Ethiopia, [79], [80], [81],
which examined the effect of training on the
performance of employees from two Lebanese
companies. Both posited that training and
development has a significant and positive
relationship with employee performance and
effectiveness and the development of employees
and the company which are essential ingredients
for the sustainability of family businesses.
Training is positively correlated and has a
statistically significant relationship with employee
performance and effectiveness.
Discussion of Findings: Hypothesis Three
The result for hypothesis three indicates that
Coaching (COA) has a positive coefficient value
that is statistically significant at five percent. With
this, the fourth null hypothesis which states that
“Coaching has no significant effect on the
sustainability of family businesses in Nigeria”
cannot be accepted. Thus, the result established that
Coaching (COA) has a significant positive effect
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on the sustainability of family businesses in
Nigeria.
A close observation of the results of recent
empirical studies shows a similar trend, which
aligns with the finding of hypothesis four of this
study. This result is consistent with the findings of
[82], [83], [84], [85], which conducted a study on
‘coaching and competitive advantage in Uganda’s
microfinance industry’ using cross-sectional and
quantitative research approaches. Coaching has a
significant effect on the sustainability of family
businesses in Nigeria.
7 Conclusion
This study reveals that mentoring, training, job
rotation, coaching, and internship as succession
strategies have statistically significant effects on
the sustainability of family businesses in Nigeria as
the results of analyses show. It is therefore safe to
conclude that effective succession strategies will
enhance the sustainability of family businesses
potentially. All the family businesses surveyed
engaged in one form of succession strategy or the
other and over 52% rated the succession strategies
high (mentoring 77.7%, training 70.3%, coaching
60.5%, talent management 46.2%, internship
31.3% & job rotation 30.6 %) as factors that will
affect the sustainability of their businesses. The
multiple linear regression analysis also shows a
statistically significant effect of succession
strategies on the sustainability of family businesses
in Nigeria.
The F-test which was used to test the joint
significant effect of the independent variables on
the dependent variable as stated showed a
calculated F-test value of 231.119 and a p-value of
0.000 which is less than 0.05 (5%) level of
significance. This implies that a significant joint
impact of all the independent variables (TRA,
MEN, COA, and the mediating effect of PRO)
exists on the dependent variable SUS. The
researcher therefore would like to conclude that
succession planning strategies have a significant
effect on the sustainability of family businesses in
Nigeria and therefore family businesses in Nigeria
should have a deliberate plan for their
sustainability.
8 Recommendations
Given the findings and conclusions already
reported earlier in this dissertation, the author
would like to make the following
recommendations:
One, founders and owners of family businesses
in Nigeria should have in place succession
strategies, such as mentoring, training, and job
rotation that will ensure the continuation of their
business after their retirement or death.
Two, mentoring, training, and coaching were
revealed to be more popular with the business
owners as succession strategies in that order.
Founders, owners, and managers of family
businesses in Nigeria are therefore encouraged to
embrace them as veritable succession planning
strategies.
Third, founders and owners of family
businesses in Nigeria should consciously identify
and groom talents (family members & staff) within
their business and prepare them through mentoring,
training, and job rotation to take up leadership roles
within the business in order to ensure its
sustainability.
Fourth, it is necessary for any interested
business administration graduate students or
researchers to do a comparative study of succession
strategies employed by family businesses that have
been sustainable beyond the first generation and
those that have packed up.
Family businesses in Nigeria should invest in a
written succession plan. As the study revealed, only
11.5% of the 365 family businesses surveyed had a
written plan.
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