Highlighting Complex Long-Term Succession Pathways in Mixed Forests of the Pacific Northwest: A Markov Chain Modelling Approach

Forest succession is an ecological phenomenon that can span centuries. Although the concept of succession was originally formulated as a deterministic sequence of different plant communities by F. Clements more than a century ago, nowadays it is recognized that stochastic events and disturbances play a pivotal role in forest succession. In spite of that, forest maps and management plans around the world are developed and focused on a unique “climax” community, likely due to the difficulty of quantifying alternative succession pathways. In this research, we explored the possibility of developing a Markov Chain model to study multiple pathway succession scenarios in mixed forests of western red cedar, hemlock and Pacific silver fir on northern Vancouver Island (western Canada). We created a transition matrix using the probabilities of change between alternative ecological stages as well as red cedar regeneration. Each ecological state was defined by the dominant tree species and ages. Our results indicate that, compared to the traditional Clementsian, deterministic one-pathway succession model, which is unable to replicate current stand distribution of these forests in the region, a three-pathway stochastic succession model, calibrated by a panel of experts, can mimic the observed landscape distribution among different stand types before commercial logging started in the region. We conclude that, while knowing the difficulty of parameterizing this type of models, their use is needed to recognize that for a given site, there may be multiple “climax” communities and hence forest management should account for them.

The Effectiveness of Succession in a Family Business: Case Study on Batik Industry in Indonesia

The purpose of this study is; To describe succession planning and an effective succession model, to create a successful successor, to describe the planning and design an effective succession model, and to create a successful successor in both PT. Danliris and Batik Semar. The method used in this study is qualitative descriptive. Data collection is by observation and using in-depth interviews. Informant selection was determined by purposive sampling. The validity of the data was tested by the source triangulation. The results show that PT. Danliris has been succesfully done the succession because the founder involved the successor. Although the delivery of the succession was unplanned, the mentoring process went naturally and create the third generation as the successor who has good responsibility for the sustainability of the family business. In the other hand, PT. Batik Semar did not perform succession effectively because the founder did not involve the successor. The founder still in charge in family business’ operations. The third Generation of Batik Semar is currently still leading and the successor just become passive leader. And up to now, the decision makers are still done by the founder. Keywords; Family Business, succession planning, effective succession model, qualified successor.

STUDY OF THE AURIGNACIAN-GRAVETTIAN «TRANSITION» EAST OF THE CARPATHIANS: BLADELET PRODUCTION FEATURES FROM MITOC-MALU GALBEN (ROMANIA) AND MOLODOVA V (UKRAINE)

In the frame of the Aurignacian to Gravettian «transition», this research aims at highlighting the modalities of this shift in the middle Prut and Dniestr area through the comparison of bladelets production schemes in both cultural entities. Two Late Aurignacian assemblages from Mitoc-Malu Galben (Romania) and relevant materials from Molodova V (Ukraine) were then examined in this perspective. In the case of Mitoc-Malu Galben, qualitative preliminary results underline the consistence and continuity of production from «Aurignacian I» to «III» levels, which aims for twisted naturally blanks produced from convergent shaped knapping surfaces. Less documented, the «Aurignacian III Supйrieur» level seems to follow, despite some potential slight discrepancies. In Molodova V, cultural horizons 10 and 9 apply to a different consistent pattern, as cores are shaped and exploited to produce straighter blanks with parallel sides. Those technological insights reaffirm the independent identity of the local Gravettian in comparison to the Aurignacian. Based only on the large set of radiocarbon dates available for both sites, a simultaneity model arises, in slight contradiction with the technological data. Then, a «classic» succession model should not be left aside. Re-investigation of contextual data, including association of materials to dates, is needed to confirm any population dynamics model.

DEVEOPING AN IDEAL LEADERSHIP SUCCESSION MODEL FOR THE MALAYSIAN PUBLIC SERVICE

Leadership succession in the Malaysian Public Service’s higher management has been seen as one of the most important task for Jabatan Perkhidmatan Awam (JPA). This department acts as the centralized administrator for human resources for the whole of the Malaysian Public Service – excluding the Royal Malaysian Police (PDRM) and the Malaysian Armed Forces (ATM) – and determines the career path for all schemes under their purview, which includes officials of the Perkhidmatan Tadbir dan Diplomatik (PTD), the Pegawai Perkhidmatan Latihan dan Vokasional (PPLV) and the Pegawai Perkhidmatan Psikologi (PPPsi). This paper will review the hypothetical leadership succession strategies and any developed models in the Malaysian public sector, through various available literatures, guidelines and processes.

Passing on the baton

Purpose This paper aims to create a connection between entrepreneurial learning and succession planning in family-owned businesses (FOB), and how they work together to improve a firm’s chances of survival beyond the founder within a Ghanaian context. Design/methodology/approach Through a phenomenological study, this work investigates succession planning processes in FOB, with the objective of developing a succession model suitable for the Ghanaian context. Using a constructivist perspective, six family businesses were studied, interviewing the founder, successor, family members, employees and customers therein. Findings Existing knowledge has been confirmed that succession is not a one-off event, but a process that takes place over time, requiring the buy-in of not just the founder and successor, but also other stakeholders, including the successor’s siblings and spouse (if any), whose support is imperative to the success of the process. This study reviewed and synthesised relevant research data into a conceptual framework. Research limitations/implications This study can potentially inform the basis of a longitudinal study, using the developed framework to confirm its robustness. It can also inform further quantitative research to validate the generalisability of the framework. Practical implications The study contributes to FOB practice, the holistic succession model spanning the founder’s entry into the business, to the post-succession period, and incorporating contextual intervening variables such as polygamy, religion and systems of inheritance, while also contributing to theory by proposing a comprehensive succession process theory to enhance understanding of the process. Originality/value The study contributes increased understanding of the essential elements in the succession process in an African context, what appropriate measures can be implemented for effective succession outcomes, and how key stakeholders of the business can be effectively managed as part of overseeing the succession process for positive organisational outcomes.