This literature review examines internal promotion and succession dynamics in small financial institutions, with emphasis on how employees in compliance and operations roles may (or may not) progress into senior leadership. The review synthesizes research from corporate governance, business ethics, and organizational development to identify mechanisms proposed in the literature as shaping advancement outcomes in flatter, resource-constrained organizations. The literature suggests that compliance professionals can accumulate governance-relevant knowledge (e.g., risk, controls, regulatory expectations), yet advancement may be constrained by: (a) cultural framing of compliance as a support function rather than a strategic contributor; (b) reliance on informal mentorship and sponsorship networks; (c) limited formal succession planning and developmental infrastructure; (d) structural constraints created by compressed hierarchies; and (e) potential demographic inequities, the prevalence of which in small institutions specifically remains an open empirical question. The review also highlights evidence gaps, including limited studies at small institutions, a lack of longitudinal career-path research, and limited evaluation of specific governance interventions (e.g., formal succession committees, rotational development programs). The paper concludes with governance-oriented implications and a research agenda for future empirical work.
Miosotis Encarnacion De La Rosa (Tue,) studied this question.