A Mixed Methods Analysis of the Moderating Role of Organisational Culture in the Relationship between Succession Planning Practices and Hotel Survivability

Succession planning is vital for hotel survivability, yet its effectiveness may depend on organisational culture. This study examined how organisational culture moderates the relationship between succession planning practices and hotel survivability in Western Uganda. A convergent mixed methods design was used, combining quantitative data from 200 functional-level hotel managers analysed via Partial Least Squares Structural Equation Modeling (PLS-SEM) with qualitative insights from 10 in-depth interviews with upper managers. Moderation analysis showed that formal, rigid cultures significantly weakened the positive effect of succession planning on survivability (β = –0.144, t = 2.757, p = 0.006, f² = 0.034, VIF = 1.141). The 95% BCa confidence interval (–0.249 to –0.043) confirmed this interaction. The model explained 35.8% of the variance in survivability (R² = 0.358, Q² = 0.331) with an acceptable fit (SRMR = 0.139, RMSE = 0.831, MAE = 0.689). Qualitative findings revealed that norms emphasising career development, leadership qualities, internal growth, and performance expectations can either constrain or strengthen employee readiness and motivation, shaping succession planning effectiveness. The study underscores the need for adaptive, inclusive, and development-oriented cultures to translate leadership development and internal promotion into sustainable outcomes. This research contributes new evidence on the cultural dynamics of succession planning in emerging economies and recommends aligning planning with cultural transformation to ensure leadership continuity and resilience.