CHAPTER 1: INTRODUCTION 1.0 Chapter Overview - DSpace@UM

formal succession planning in their firms and these could influence their nonresponse.Further, several best practice organizations, and their seniorexecutives, refuse to participate for reasons which include company policyprecluding participation in such research studies. As such, support andcooperation from some private sector firms are crucial.3) The sample of the study – the study is confined to the private sector firmslocated in the Klang Valley, Penang, Johor, Sarawak, and Sabah. Privatesector firms from other parts of the country are excluded from the study due totime and cost constraints. Thus, the study is subject to the limitations andpossible biases that exist in some geographical areas, which may not berepresentative of the entire Malaysia. There is a possibility that samples/firmsfrom other states of the country may lead to different findings. Furthermore,the study’s reliance on the responses of one internal informant (CEO/MD,Head Human Resource or Human Resource Manager) may lead to cognitiveand subjective bias.4) The interpretations and understanding of the questions in the questionnaire –There is a possibility that different respondents may have differentunderstanding on some questions even though clear instructions andexplanations are given. The questions are adopted from the Australian context.Thus, the applicability may not be relevant or suitable in the context ofMalaysia.12