Developing Innovative Middle Management Succession for the Success of Private Hospitals in Thailand

Abstract

This research article aimed 1) to investigate the current conditions and problems of middle management succession for the success of private hospitals in Thailand, and 2) to examine the succession process of middle management for the success of private hospitals in Thailand. This study employed a qualitative research approach. The research instruments consisted of semi-structured interviews with 25 key informants and a focus group discussion with 5 experts selected through purposive sampling. Data were analyzed using content analysis.

The findings revealed that 1) the initiative must be conducted systematically and aligned with organizational structure, with strong support from top management and integration with human resource management systems to ensure continuity of patient services and organizational sustainability, 2) the succession process consists of five stages: (1) identification of critical positions, (2) determination of required qualifications and competencies, (3) identification and assessment of high-potential successors, (4) development and implementation of successor development plans, and (5) continuous monitoring and evaluation based on knowledge, skills, and abilities. Key challenges include limited transparency, reliance on managerial discretion, and heavy operational workloads that hinder continuous development. The developed process incorporates inputs, processes, and organizational outcomes.