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The aim of the research was to analyse the strategic potential in successions based on a ten-year case study of a University/Museum. It explores a sequence three Chair of Board and two CEO successions. I found seven co-existing but linked succession strategy practices. An in-depth analysis revealed group dynamics upholding or collapsing these strategic capacities. The findings bring forward a general framework for a fragmented succession research field and enables future comparative studies. Succession strategy theory synthesises succession (micro-level) as a process of an authority construction. Succession as an authority construction process converges with research on governance (macro-level) and individual-organisational trust (meso-level). A longitudinal research period and immersion (1999-2009) gave a high degree of familiarity and access. An action research design included interviews, participant observation of the board and informal observation, coaching and consulting processes and archive material. [ABSTRACT FROM AUTHOR]