Date of Conferral



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


Business Administration


Michael Campo


Change initiatives within the higher education industry often fail because leaders are not successful in implementing change strategies. Higher education leaders who lack successful implementation strategies decrease employee productivity and increase educational costs for students. Grounded in Kotter’s (1995) eight-step model of change, the purpose of this qualitative multiple case study was to explore strategies senior-level executives in higher education use to implement organizational change initiatives. The participants were four leaders of two higher education organizations in West Virginia who successfully implemented change initiatives in finance operations. Data were collected from virtual semistructured interviews and organization documents. Yin’s 5 step process was used to analyze data, and three themes emerged: (a) increased communication, (b) importance of organizational culture, and (c) employee buy-in. A key recommendation is for leaders to determine a blend of change models depending on the organizational needs before, during, and after an organizational change. The implementation for positive social change includes a path for higher education leaders to successfully implement sustainable change initiatives that positively benefit student learning that can impact communities.