Date of Conferral
2021
Degree
Doctor of Business Administration (D.B.A.)
School
Management
Advisor
Theresa M. Neal
Abstract
Commercial nuclear power plants in the United States are not cost competitive because of high operating and maintenance costs and historically low natural gas prices, resulting in the potential for premature plant closure of up to 25% of the operating power plants by 2025. Premature plant closure could impact the consumer through higher electricity rates, increased air pollution, and electric grid instability from increased renewable usage. Grounded in the behavioral decision theory, the purpose of this qualitative single case study was to explore successful strategies nuclear leaders used to control costs and ensure competitiveness. Data were collected through semistructured interviews with eight nuclear leaders in the Eastern United States, organizational business plans, change management plans, and innovation process documents. Data were analyzed using thematic analysis. Four themes emerged: management engagement is required to sustain long-term change that controls cost, leaders emphasize the use of technology that drives cost-effective solutions, leaders seek organizational cost initiatives that provide greater efficiencies and opportunities, and leaders must engage and empower the workforce to achieve business excellence. A key recommendation is for nuclear leaders to place the same level of emphasis on cost control strategies as they place on nuclear safety. The implications for positive social change include the potential for sustaining a viable noncarbon emitting energy source that mitigates the carbon impacts to climate change and does not emit air pollutants during operation.
Recommended Citation
Lindamood, Gregory J., "Strategies to Control Costs at U.S. Commercial Nuclear Power Plants" (2021). Walden Dissertations and Doctoral Studies. 10662.
https://scholarworks.waldenu.edu/dissertations/10662
