Date of Conferral



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


Business Administration


Rollis Erickson


AbstractLow employee engagement can negatively impact productivity for small fast-food restaurants in the United States. Small fast-food restaurant managers who do not engage employees experience decreased employee productivity. Grounded in Hofstede's cross-cultural dimensions theory, the purpose of this qualitative multiple case study was to explore strategies managers of small fast-food restaurants managers use to improve employee engagement. Participants were four small fast-food restaurants manager within the southern region of the United States who used cross-cultural strategies to successfully engage employees. Data were collected through semistructured interviews and internal company documents and were analyzed using thematic analysis. Four themes emerged: (a) developing relationships, (b) empathy, (c) mindfulness and respect for others, and (d) training and communicating. A key recommendation is for managers to implement cross-cultural communication training for employees. The implication for positive social change includes the potential to enhance economic growth that supports family well–being in local communities.