Strategic Talent Management and Succession Planning: A Roadmap  for Long-term Competitiveness in the Esports Sections

Chayantorn  Chayantorn Truektrong; Piched  Girdwichai; Boonyada  Pahasing; Ladawan Noiluea; Pongchira  Kaewkaosai

ผู้แต่ง

Chayantorn Truektrong College of Innovation and Management, Suan Sunandha Rajabhat University, Thailand.
Piched Girdwichai College of Innovation and Management, Suan Sunandha Rajabhat University, Thailand.
Boonyada Pahasing College of Innovation and Management, Suan Sunandha Rajabhat University, Thailand.
Ladawan Noiluea Sports Institute, Rangsit University. Thailand.
Pongchira Kaewkaosai Sports Authority of Thailand, Ministry of Tourism and Sports, Thailand.

คำสำคัญ:

Strategic, Talent Management, Esports and Entertainment Industries

บทคัดย่อ

This study aimed to examine the organizational structure and management characteristics of small and medium-sized enterprises (SMEs) in the esports and entertainment industries and to identify the core components of effective successor development. A mixed-method research design was employed to develop strategic guidelines for succession planning and leadership development in SMEs. The quantitative component involved 400 SME executives, while qualitative data were used to provide contextual insights into successor development practices. Data were collected using a structured research instrument and analyzed using descriptive statistics, inferential statistics, and structural equation modeling (SEM).

The findings identified four core components of successor development: (1) Innovation and Technology, emphasizing the adoption of technological capabilities and innovative practices; (2) Cooperation Networks, focusing on strengthening organizational policies and collaborative relationships; (3) Knowledge Management, emphasizing systematic knowledge transfer and the establishment of dedicated mechanisms or units for organizational learning; and (4) Business Transfer, involving systematic approaches to preparing and developing future business leaders. The statistical results indicated that SME entrepreneurs placed significant importance on all four components, with statistically significant relationships at the 0.05 level. Furthermore, the structural equation model demonstrated a good fit with the empirical data, supporting the proposed framework for successor development. The findings contribute to the development of a systematic approach to succession planning and provide practical guidelines for strengthening leadership continuity, organizational resilience, and long-term competitiveness among SMEs in the esports and entertainment industries.

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