Date of Conferral

2021

Degree

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

School

Management

Advisor

Olivia Herriford

Abstract

Small businesses struggle to attain, retain, and transfer knowledge using knowledge management (KM). Small business enterprise (SBE) leaders who do not leverage core competencies of KM are at high risk of failure. Grounded in Nonaka’s dynamic theory of knowledge creation, the purpose of this qualitative multiple case study was to explore the KM strategies small retail business leaders in the Dallas/Ft. Worth area use for sustainability. The participants comprised 4 small business enterprise leaders in the Dallas/Ft. Worth area who effectively used KM strategies to sustain business beyond 5 years. Data were collected from semistructured interviews and internal and external company documents. Yin’s 5-step process was used to analyze the data, and 4 themes emerged: communication, training and development, knowledge transfer, and innovation. A key recommendation is for SBE leaders to pay close attention to the transfer of information and business innovation to remain relevant. The implications for positive social change include the potential for SBE leaders to create jobs and economic wealth within their communities.

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