Date of Conferral
1-1-2011
Degree
Doctor of Business Administration (D.B.A.)
School
Management
Advisor
Gwendolyn C. Dooley
Abstract
Since 2010, 2,000 U. S. leaders spent {dollar}150 billion on return on investment (ROI) training, yet questions still exist on how to measure the benefits of organizational change. The purpose of this embedded single-case study was to explore how business leaders could use ROI to characterize the benefit of intervention strategies for organizational change. Stakeholder theory and Maslow's hierarchy of needs theory formed the conceptual framework for this study. A purposive sample of 20 civilian personnel managers located at a medical facility for veterans in central Texas participated in semistructured interviews. The 5 primary themes that emerged using thematic analysis were (a) training, (b) leadership, (c) communication, (d) recognition, and (e) consistency. Implications for positive social change include the possibility of organizational leaders applying these findings to develop better intervention strategies. Such interventions could improve processes for stakeholders and create an open dialogue with business leaders within the government sector.
Recommended Citation
Henderson-Carter, Rya S., "A Business Case for Return on Investment: Understanding Organizational Change" (2011). Walden Dissertations and Doctoral Studies. 1168.
https://scholarworks.waldenu.edu/dissertations/1168
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Business Administration, Management, and Operations Commons, Economic Theory Commons, Management Sciences and Quantitative Methods Commons, Public Administration Commons
