Date of Conferral

6-17-2024

Date of Award

June 2024

Degree

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

School

Business Administration

Advisor

Meridith Wentz

Abstract

Declining revenue can negatively impact business owners in the commoditized trucking industry because it impacts longer-term business performance in an industry with historically low margins. Grounded in Porter’s theory of building competitive advantage and Schneider’s person-organization fit theory, the purpose of this qualitative single case study design was to explore the strategies leaders in the southeast U.S. trucking industry use to increase revenue without sacrificing their employee-centric culture and longer-term business performance. The participants were two leaders of a micro trucking company who have extensive knowledge of the trucking industry. Data were collected using semistructured interviews and a review of the organization’s financial documents. Through thematic analysis, four themes were identified: (a) employee skills and alignment to the vision are vital to remaining competitive; (b) employee turnover consistently drives expansion/contraction; (c) increased marketing focus, formalized long-term planning, and rebranding could produce differentiators; and (d) family-oriented culture is a higher priority than increased revenue. A key recommendation is for micro-business owners to conduct long-term, detailed business planning so that they view the business holistically to identify gaps or blind spots preventing them from growing financially. The implication for positive social change includes the potential for management to create a work environment where employees' well-being is a priority, which may thus decrease turnover and increase financial growth.

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