Date of Conferral

4-10-2024

Date of Award

April 2024

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

Meridith Wentz

Abstract

The mission of many family-owned nonprofit organizations (FONPOs) is to provide goods and services to underserved communities and benefit society. However, less than 50% of FONPO leaders maintain sufficient cash reserves for 30 days of operations, and up to 13% are technically insolvent. Without adequate cash reserves, FONPO leaders risk decreased operational capacity and profitability, and insolvency, which may lead to business closure. Grounded in the resource-based view and commitment–trust theories, the purpose of this qualitative single-case case study was to explore strategies used by some organizational leaders to ensure the financial sustainability of FONPOs. The participants were four senior leaders of a FONPO headquartered in Maryland with more than 15 years of experience in strategic leadership positions. Data were collected through semistructured interviews, organization literature, and publicly available information. Through thematic analysis, five themes were identified: (a) organizational culture, (b) outstanding reputation, (c) beneficiary-centric ideals, (d) relational commitment, and (e) a lean-oriented operation. A key recommendation is for FONPO leaders to prioritize the need to develop and cultivate organizational attributes that promote financial sustainability while maintaining a mission-oriented focus. The implications for positive social change include the potential to increase the rate and reach of FONPOs that directly benefit the people in underserved communities who need the goods and services.

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