The business management problem addressed in this study results from the need for succession planning practices in Higher Education Institutions (HEIs). This systematic qualitative review examined which succession planning practices improve knowledge management and employee retention within HEIs. Despite the growing number of baby boomer retirements and the unexpected exit of key leaders, succession planning is still not a top priority for HEI leaders. Additionally, a loss of knowledge occurs when leaders and employees retire or leave the organization unexpectedly before sharing knowledge to prepare the next generation of leaders. Knowledge not transferred throughout an organization leads to lower productivity and employee morale, often leading to lower employee retention. Through a qualitative systematic review process, this dissertation provides an overview of the research problem, a theoretical framework, a literature landscape review, and a description of the methods utilized during the study review process. The review discusses the findings from the thematic coding process and a synthesis of the literature, identifying which succession planning practices improve knowledge management and employee retention. Based on the thematic findings, this study's recommendations include: (1) HEI Presidents and Boards of Trustees should incorporate succession planning into HEIs' vision, (2) HEIs should implement a robust Human Resource Management, (HRM) process to integrate succession planning into their practices, and (3) HEI succession planning and organizational culture must be aligned for succession planning to be effective. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]