| 授業名 | Business Succession Planning |
|---|---|
| Course Title | Business Succession Planning |
| 担当教員 Instructor Name | Kuok Kei Law |
| コード Couse Code | NUC410_N25B |
| 授業形態 Class Type | 講義 Regular course |
| 授業形式 Class Format | On Campus |
| 単位 Credits | 2 |
| 言語 Language | EN |
| 科目区分 Course Category | 専門教育科目 / Specialized Subject |
| 学位 Degree | BBA |
| 開講情報 Terms / Location | 2025 UG Nisshin Term4 |
授業の概要 Course Overview
Mission Statementとの関係性 / Connection to our Mission Statement
This course aligns with the University's mission of cultivating innovative and ethical leaders capable of leveraging their knowledge and values to drive progress in both business and society.
授業の目的（意義） / Importance of this course
Participating in this course will provide participants with a thorough grasp of the intricacies involved in business succession, equipping them with the knowledge and skills necessary to proactively plan for it in advance.
学修到達目標 / Achievement Goal
Participation in this course will enable participants to comprehend the impact of various factors on business succession planning, including business cycles, the external environment, human resource management policies, organizational culture, leadership values, family dynamics, and emotional considerations.
本授業の該当ラーニングゴール Learning Goals
*本学の教育ミッションを具現化する形で設定されています。
LG1 Critical Thinking
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG6 Managerial Perspectives (BBA)
LG2 Diversity Awareness
LG3 Ethical Decision Making
LG4 Effective Communication
LG6 Managerial Perspectives (BBA)
受講後得られる具体的スキルや知識 Learning Outcomes
1. Articulate the significance of business succession planning overall.
2. Foresee and outline the primary challenges inherent in business succession planning.
3. Connect business succession planning with other organizational elements such as strategy, culture, governance, and leadership.
2. Foresee and outline the primary challenges inherent in business succession planning.
3. Connect business succession planning with other organizational elements such as strategy, culture, governance, and leadership.
SDGsとの関連性 Relevance to Sustainable Development Goals
Goal 9 産業と技術革新の基盤をつくろう（Industry, Innovation and Infrastructure）
教育手法 Teaching Method
| 教育手法 Teaching Method | % of Course Time | |
|---|---|---|
| インプット型 Traditional | 10 % | |
| 参加者中心型 Participant-Centered Learning | ケースメソッド Case Method | 90 % |
| フィールドメソッド Field Method | 0 % | 合計 Total | 100 % |
事前学修と事後学修の内容、レポート、課題に対するフィードバック方法 Pre- and Post-Course Learning, Report, Feedback methods
Participants are advised to allocate a minimum of 3 hours for preparation per case.
Participants are reqired to complete a simulation exercise as pre-course preparation. Discussion of the simulation outcome and experience will be conducted in the first class.
Participants are required to complete a case exam on the final day of the course. Individual feedback on the case exam will be provided through an electronic feedback form.
Participants are reqired to complete a simulation exercise as pre-course preparation. Discussion of the simulation outcome and experience will be conducted in the first class.
Participants are required to complete a case exam on the final day of the course. Individual feedback on the case exam will be provided through an electronic feedback form.
授業スケジュール Course Schedule
第1日（Day1）
Theme: The succession crucible: A live simulationMain contents: Before you learn the theory, you experience the tension between family, business, and ownership firsthand. The simulation exercise is visceral and immediately demonstrates that there are no easy answers.
●使用するケース
Family Business Simulation: Honey Heritage (Product ID: 7130-HTM-ENG / Publisher: HBP)第2日（Day2）
Theme: Scouting the talent – Beyond performanceMain contents: This session logically follows the simulation by tackling the first fundamental question: Who should succeed?
●使用するケース
Assessing Leadership Potential at PTCL (Content ID: LCA022 / Publisher: LUMS)第3日（Day3）
Theme: The knowledge transfer – Passing on the "secret sauce"Main contents: Once you have identified a successor, how do you transfer the invaluable, experience-based knowledge of the incumbent?
●使用するケース
Transferring Knowledge Between Projects at NASA JPL (A) (Content ID: 9-917-404 / Publisher: HBS)Transferring Knowledge Between Projects at NASA JPL (B) (Content ID: 9-917-405 / Publisher: HBS)
第4日（Day4）
Theme: The founder's dilemma – The art of letting goMain contents: This session marks the shift to founder-led successions. The SmartHR case is a rare and brilliant example of a founder proactively stepping down because his skills no longer match the company's needs – a crucial lesson in self-awareness.
●使用するケース
Passing the Baton at Japanese Unicorn SmartHR: A Rare Move in Business Succession (Content ID: HK1425 / Publisher: ACRC)第5日（Day5）
Theme: Family to fortune – The professional hand-offMain contents: Following the "why" of a founder's exit, this case explores the "how," specifically the challenging transition from a family founder to a professional manager. It highlights the need for institutionalizing processes and aligning incentives.
●使用するケース
Midea Group: Founder to CEO succession (Content ID: W17157 / Publisher: IVEY)第6日（Day6）
Theme: Complexity and politicsMain contents: The previous cases dealt with more controllable, internal processes. This case introduces three critical variables that complicate everything: the leader's psychology, global and cross-cultural dynamics, and governance failure.
●使用するケース
King Lear Revisited: The Succession Conundrum at Cordia Enterprises (Content ID: INS625 / Publisher: INSEAD)第7日（Day7）
Case exam●使用するケース
CEO Succession at Cisco (A): From John Chambers to Chuck Robbins (Product ID: 9-417-031 / Publisher: HBP)CEO Succession at Cisco (B): Announcement Strategy (Product ID: 9-417-032 / Publisher: HBP)
CEO Succession at Cisco (C): Chuck Robbin's First 100 Days (Product ID: 9-417-033 / Publisher: HBP)
成績評価方法 Evaluation Criteria
*成績は下記該当項目を基に決定されます。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
*クラス貢献度合計はコールドコールと授業内での挙手発言の合算値です。
| 講師用内規準拠 Method of Assessment | Weights |
|---|---|
| コールドコール Cold Call | 0 % |
| 授業内での挙手発言 Class Contribution | 70 % |
| クラス貢献度合計 Class Contribution Total | 70 % |
| 予習レポート Preparation Report | 10 % |
| 小テスト Quizzes / Tests | 0 % |
| シミュレーション成績 Simulation | 0 % |
| ケース試験 Case Exam | 20 % |
| 最終レポート Final Report | 0 % |
| 期末試験 Final Exam | 0 % |
| 参加者による相互評価 Peer Assessment | 0 % |
| 合計 Total | 100 % |
評価の留意事項 Notes on Evaluation Criteria
Preparation before class and active participation in both small group discussion and open class discussion are expected.教科書 Textbook
- Nil「Nil」Nil（Nil）
参考文献・資料 Additional Readings and Resource
Additional readings and videos will be distributed in class.
授業調査に対するコメント Comment on Course Evaluation
Less focus on family businesses.
担当教員のプロフィール About the Instructor
Kuok Kei (Eddie) Law is a Professor of Management at NUCB Business School. He earned his PhD from City University of Hong Kong. His primary research interests focus on knowledge management and human resource management. His work has been published in leading international journals, including European Management Journal, Human Resource Management Review, Journal of Knowledge Management, and Work, Employment & Society. Eddie’s research received Best Paper and Research Awards in 2013 and 2016, respectively. At NUCB, he has been honored with Teaching Awards for four consecutive academic years (2020/21–2023/24) and a Research Award for the 2020/21 and 2024/25 academic years.
（実務経験 Work experience）
Prior to joining NUCB, Eddie worked at the Open University of Hong Kong, where he began his academic career and progressed rapidly from Assistant Lecturer to Lecturer, and eventually to Assistant Professor over his nine-year tenure. He has extensive experience teaching business management courses at both undergraduate and postgraduate levels, as well as supervising research projects and dissertations.
Refereed Articles
- (2025) Unlocking innovation potential: Harnessing intra-firm competition for organizational innovation performance. Journal of General Management
- (2025) The Energy Ltd: A Threat from COVID-19 in a Third-party Logistics (3PL) Company. Asian Journal of Management Cases
- (2024) ‘I am a Scaffolder’: Constructing Safety Knowledge and Machismo in ‘Dirty Work’. Work, Employment and Society
- (2024) Integrating the adapted UTAUT model with moral obligation, trust and perceived risk to predict ChatGPT adoption for assessment support: A survey with students. Computers and Education: Artificial Intelligence 6 2666-920X
- (2023) What Is Next? The Longer-Term Managerial Challenges following COVID-19. Sustainability 15(18):
Refereed Proceedings
- (2017). Knowledge appropriation, justice climate and performance management - A theoretical framework. Proceedings of the British Academy of Management 2017 Conference .British Academy of Management 2017 Conference. 1. 3. University of Warwick
- (2016). Tacit knowledge management of firefighters: An exploratory study on the fire service department in Hong Kong. Proceedings of the 8th International Conference on Innovation and Knowledge Management in Asia Pacific .The 8th International Conference on Innovation and Knowledge Management in Asia Pacific. 1. 3. Ariston Hotel, Kobe
- (2016). Exploring employees' communication behaviors in knowledge sharing: A hierarchal perspective. Proceedings of the 81st Annual Conference of the Association for Business Communication .The 81st Annual Conference of the Association for Business Communication. 1. 3. Albuquerque, New Mexico