Date of Conferral
Doctor of Business Administration (D.B.A.)
Since 1990, entrepreneurship has been declining in the United States, which negatively impacts the standard of living in the United States by creating fewer jobs and fewer innovations. Identifying and implementing strategies to increase client’s participation in entrepreneurship programs helps business leaders obtain additional funding sources, improve organizational performance, and obtain support from policymakers. Grounded in the human motivation theory, the purpose of this qualitative single case study was to explore strategies three senior business leaders of a nonprofit organization in the mid-Atlantic region of the United States used to increase client engagement in entrepreneurship programs. Data were collected from semistructured interviews, organizational documents, and public sources. Using Yin’s 5-step thematic analysis to analyze the data, three themes emerged: the need for achievement, willingness to take risks, and entrepreneurial self-efficacy. In alignment with the theme of entrepreneurship self-efficacy, a key recommendation is that nonprofit leaders engage participants and community partners in the organization’s processes, thereby allowing these customers and stakeholders to achieve goals to become entrepreneurs and develop a willingness to take risks. The implications for positive social change include the potential to increase entrepreneurship, thus, contributing to the economic development and growth of the mid-Atlantic region in the United States.
Williams, Juanita, "Strategies Nonprofit Leaders Use to Increase Client Engagement in Entrepreneurship Programs" (2021). Walden Dissertations and Doctoral Studies. 11144.