Date of Conferral



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




Dr. Brenda Jack


Poor creative performance in creative industry firms adversely affects business profitability and competitive standing. Managers of creative industry firms who lack strategies to enhance creative performance risk the sustainability of their firms. Grounded in social cognitive theory, the purpose of this qualitative single case study was to explore strategies managers of creative industry firms use to motivate employees to enhance creative performance. Participants were 4 creative industry managers located in the New York tristate region of the United States, who successfully motivated employees to enhance creative performance. Data were collected using semistructured interviews and company documents. Data were analyzed using Yin’s 5-step process. Four themes emerged: (a) leader behavior, (b) communication, (c) provide tools and support, and (d) autonomy. A key recommendation for creative industry firm managers is to facilitate open communication exchanges, verbal persuasion, feedback interactions, and communication technologies as effective creative performance-enhancement techniques. The implications for positive social change include the potential for increases in managerial influence over creative employees’ efficacious motivation to introduce new ideas, products, or services, leading to new jobs and increases in personal wealth within communities.