| 授業名 | Business Succession Planning |
|---|---|
| Course Title | Business Succession Planning |
| 担当教員 Instructor Name | Kuok Kei Law |
| 科目ナンバリングコード Course Numbering Code | GBA218 |
| 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 |
| 学位 Degree | BBA |
| 開講情報 Terms / Location | 2026 UG Nisshin Term4 |
| コード Course Code | NUC411_N26B |
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
Every business eventually changes hands. Some transitions are planned over years; most are not. This course examines what happens in the months and years around a leadership handover, including how successors are identified, how experience and authority are transferred, why capable founders struggle to let go, what a successor inherits beyond a job title, and why a technically sound plan can still fail on the politics.
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 on Day 1 as preparation to the course.
Participants are required to complete a case exam on the final day (Day 7) 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 on Day 1 as preparation to the course.
Participants are required to complete a case exam on the final day (Day 7) 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 simulationBefore you learn any theory, you experience the tension between family, business and ownership firsthand. The simulation is visceral and it demonstrates immediately 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: Who should succeed: the designated heir or the right one?Takeshi Kawamoto, 73, has run Juchheim for decades and intends to hand full control to the next heir within a few years. Japanese tradition, and Juchheim's own unwritten rule, settle who that is. The company's strategy may not agree.
●使用するケース
Juchheim: The Faithful Pursuit of Flavor, Culture and Family Values (Content ID: W14675 / Publisher: IVEY)第3日（Day3）
Theme: The knowledge transfer: passing on the "secret sauce"Once you have identified a successor, how do you transfer the experience-based knowledge the incumbent holds? Jennifer Trosper faces the problem at scale: JPL could lose half its workforce within a decade, and the knowledge at risk is precisely the kind that does not sit in a database.
●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: Management succession vs Ownership successionHiroshi Yamauchi ran Nintendo for 53 years, passed over both his son and his son-in-law, and installed an outsider with two years' tenure. He planned who would run Nintendo. He did not plan who would own it.
●使用するケース
Nintendo: An Outsider as Successor (Content ID: W18520 / Publisher: IVEY)第5日（Day5）
Theme: Complexity and politicsThe previous sessions dealt with relatively controllable, internal processes. This one introduces three variables that complicate everything: the leader's own 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6日（Day6）
Theme: Succession planning done properlyTwo decades under an iconic CEO, a 16-month board-run process, complete confidentiality, and a choice that surprised the market. This is what the machinery of succession planning looks like when a board builds it deliberately.
●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)
第7日（Day7）
Case examShoji Miyata founded SmartHR in 2015 and grew it into one of Japan's few unicorns. In 2021, at the top of the company's trajectory, he decided to step down. Who succeeds him, in what structure, and what he does next are all unsettled.
Prepare the case in full as you would for any session. Examination questions are distributed in class. You will be expected to reason from criteria, to take a position, and to address the parts of the decision that are easy to ignore.
●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)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。
What earns credit:
- Citing specific evidence from the case, e.g., a number, a quote, an exhibit, rather than a general impression.
- Taking a clear position and defending it under challenge.
- Building on, or disagreeing with, a classmate by name.
- Changing your mind out loud when the evidence warrants it.
*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
Contribution is assessed on quality, not volume. A single comment that moves the discussion forward — introducing evidence nobody has cited, challenging a claim the room has accepted too easily, connecting today's case to an earlier one — counts for more than five restatements of what has already been said.What earns credit:
- Citing specific evidence from the case, e.g., a number, a quote, an exhibit, rather than a general impression.
- Taking a clear position and defending it under challenge.
- Building on, or disagreeing with, a classmate by name.
- Changing your mind out loud when the evidence warrants it.
配布教材と教室における電子機器の利用マナーについて Guidelines for Classroom Technology and Proper Use of Course Materials
- ケースメソッド教育の中核は、積極的な参加と知識の共有です。この教育を支えるため参加者は授業中の電子機器（例：スマートフォン、ノートパソコン）の使用を制限するよう求められます。許可を得た場合でも、教室内では電子機器は、ケース討議に資する目的でのみ使用してください。授業中は、たとえケース討議に関連していても、検索エンジンや生成AIの使用は避けて下さい。
- 配布教材（ケースを含む）は指定された授業への参加以外の目的で利用しないで下さい。著者の権利、著作権、特定情報の機密性を保護するため、許可なく教材を個人や組織（生成AI を含む）に提供することはできません。このルールは、印刷物・電子教材のいずれにも適用されます。
- 詳細は「教室における電子機器の利用マナー・教材の適切な利用に関するガイドライン」を確認のうえ、教員の指示に従い、責任をもって遵守してください。
- Active participation and shared learning is at the core of the case method learning. Participants are asked to limit their use of electronic devices (e.g., laptops, smartphones) during classroom sessions in support of this model. Even with permission granted, devices should only be used in the classroom in service to the case discussion. Online searches and generative AI tools, even if related to the case discussion, are discouraged while class is in session.
- Students are prohibited from using the course materials (including cases) distributed by the university for any purpose other than participation in the designated class. Students must not input, process or test course materials with any artificial intelligence (AI) tools, bots, software, or platforms without the author's permission. These actions violate the terms of use for the course materials and may also constitute copyright infringement.
- Please refer to the "Classroom Technology Guidelines / Guidelines for Properly Using Course Materials" for details, and follow the instructor's directions. You are expected to comply with these guidelines responsibly.
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 and shown 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
- (2026) Controlling Time or Controlled by Time? AI-Mediated Workflows as an Occasion for Structuring. Organizational Psychology Review
- (2026) The integration of artificial intelligence in academic research workflows. NUCB Business Review
- (2025) The role of e-leadership and team dynamics in work-from-home performance: a replication study during the COVID-19 pandemic. Management Review Quarterly
- (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
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