Date of Conferral

8-17-2026

Date of Award

August 2026

Degree

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

School

Management

Advisor

Warren Lesser

Abstract

Home health care agencies may experience financial hardship when regulatory inspections result in deficiencies and administrative penalties. Home health company (HHC) leaders are concerned because ineffective change management strategies may contribute to ongoing regulatory deficiencies, penalties, and reduced business performance. Grounded in Lewin’s change management theory, the purpose of this qualitative pragmatic inquiry project was to explore change management strategies some HHC owners successfully implemented to reduce administrative deficiencies and penalties to augment business performance and profitability. The participants were six leaders from HHC firms in the southwestern region of the United States who had developed effective strategies to improve regulatory compliance. Data were collected through semistructured interviews and publicly available documents. Using Yin’s thematic analysis model, five themes were identified: (a) combatting staff resistance to change, (b) staff education in the change processes, (c) standardized admission process, (d) systematic quality assurance process, and (e) implementing new software. One key recommendation is that HHC leaders should ensure that their staff is thoroughly trained in new procedures, policies, and technology. The implications for positive social change include the potential for HHC leaders to implement effective compliance and change management strategies that improve patient care quality, strengthen employee confidence, and support sustainable health care services within the communities they serve.

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