Succession in credit cooperatives: governance, sensemaking, and organizational practices
DOI:
https://doi.org/10.5902/2359043295006Keywords:
Organizational succession, Credit cooperatives, Sensemaking, Cooperative governance, Human resourcesAbstract
CMN Resolution No. 5.131/2024, by limiting tenure on boards of directors, reinforces succession as a mechanism for renewal in credit cooperatives. In a context of sector growth and increasing regulatory demands, CEO succession has become more prominent, although many cooperatives still struggle to institutionalize consistent succession practices. This article examines how CEOs’ sensemaking influences succession management in credit cooperatives. The study adopts a qualitative and exploratory approach, based on 22 semi-structured interviews with CEOs and HR managers from individual cooperatives within the Sicoob system. Thematic content analysis identified four interdependent dimensions: organizational context, meanings attributed by CEOs, the role of HR, and implemented succession practices. The findings show that the meanings attached to succession directly affect its legitimacy and effectiveness, either supporting strategic continuity or reinforcing resistance to change. The study advances discussions on cooperative governance and management professionalization.
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