Date of Conferral
Doctor of Business Administration (D.B.A.)
Shareholder investments declined in Jordanian pharmaceutical business expansion between 2007 and 2014, which included a reduction in the supply of essential medicines in the Middle East and North Africa (MENA). The purpose of this qualitative multiple case study was to explore effective applications of expansion strategies to satisfy demand in the MENA markets among Jordanian generic pharmaceutical companies' managers. The conceptual framework for this study was based on the transformational leadership theory and stakeholders' theory. The purposive sample consisted of 4 chief executive officers and 8 managers from Jordanian pharmaceutical companies who practiced the expansion strategy in the MENA for more than 10 years. The data were triangulated from semi structured interviews and cash flow financial statements. Interpretation summaries of the participants' answers were applied for the member-checking process to bolster the trustworthiness of interpretations. Four themes emerged from the analysis process: leaders' adaptability to change, financial capacity and stability, stakeholders' business awareness, and managers' engagements and knowledge. The findings may provide the generic pharmaceutical business leaders and managers with increased growth capabilities for catalyzing beneficial positive capacity expansion strategies. The subsequent expansion could provide adequate, affordable, and accessible medications for effecting social changes by fighting disease in remote and low-income MENA communities.