Date of Conferral
2023
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Peter Anthony
Abstract
Nonprofit organizations are cornerstones in the community that contribute to improving environments, communities, persons, and life overall. However, some nonprofit organization senior leaders lack the succession planning strategies, resources, and funding to continue serving as positive social change agents in the community. Grounded in the general systems theory, the purpose of this qualitative single case study was to explore business strategies nonprofit leaders use for succession planning. The participants included three senior leaders in a nonprofit located in the northeastern region of the United States who have indirectly or directly implemented succession planning strategies. Data were collected through semistructured interviews, the client organizational documents, the organization’s website, an assessment of the client organization using the Baldrige Excellence Framework, and public information. The data were analyzed using thematic analysis, which yielded the following themes: community involvement and customer-focused programming. A key recommendation is that nonprofit leaders partner with local community colleges, universities, and student learners to receive manpower and knowledge in areas requiring program and service performance improvement. Implications for positive social change could include possibly increasing nonprofit sustainability through implementing formal succession planning to serve the community and improve the education of nonprofit leaders.
Recommended Citation
Campbell, Chandler, "Succession Planning Strategies for Nonprofit Organizations" (2023). Walden Dissertations and Doctoral Studies. 11640.
https://scholarworks.waldenu.edu/dissertations/11640
