Date of Conferral
2022
Degree
Doctor of Business Administration (D.B.A.)
School
Management
Advisor
Isabel Wan
Abstract
Approximately 70% of successful reengineering implementations and process design change initiatives within organizations fail to achieve expected results. Business leaders in manufacturing organizations are concerned that the low success rate hurts process improvement, business growth, and survival. Grounded in Lewin’s three-step model of change, the purpose of this qualitative multiple case study was to explore strategies manufacturing managers use to implement and maintain reengineering and design change initiatives. Participants were four managers who successfully implemented and maintained reengineering and process design change initiatives in the south region of the United States. Data were collected from face-to-face semistructured interviews and various organizational documents. Data were analyzed using thematic analysis. Proper planning, clear communication, leadership, and employee engagement were identified as themes. A key recommendation is that business leaders use open and effective communications that allow employees to input the change initiatives. Implications for positive social change include the potential to continue growing businesses and increasing employment opportunities for citizens of the south region of the United States.
Recommended Citation
Mendy, Simon, "Manufacturing Managers’ Strategies to Implement Successful Change" (2022). Walden Dissertations and Doctoral Studies. 13581.
https://scholarworks.waldenu.edu/dissertations/13581
