Date of Conferral



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




Ronald Black


Financial investment leaders who lack strategies to respond to U.S. government financial policy changes’ risk decreasing organizational profitability resulting in customer and employee attrition. Grounded in Porter’s theory of competitive advantage, Barney’s resource-based view (RBV) theory and Pigou’s public interest theory, the purpose of this qualitative multicase study was to explore strategies financial investment leaders use to respond to U.S. governmental policy changes. The participants comprised three financial investment leaders at three Jacksonville, Florida organizations. Data were collected using semistructured interviews conducted face to face and by telephone along with documents obtained from the company websites. Through thematic analysis four themes emerged: computer technology improvements, outsourcing of functions, an enhanced specialization of client selection, and financial literacy training. A key recommendation is for financial investment leaders to invest in computer technology to expand client access to resources while remaining in governmental compliance. The implications for positive social change include the potential to generate cost savings that can be used to promote macroeconomic stability through financial literacy training, which can benefit clients, families, and local communities through better investing.