Date of Conferral

2-20-2024

Date of Award

February 2024

Degree

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

School

Management

Advisor

Tim Truitt

Abstract

Globally, project leaders in large and small organizations confront complex difficulties with project costs, time and quality, risk mitigation, project implementation, and effective communication. Project management strategies are needed for project leaders and stakeholders as they adversely affect the cost-effective and timely delivery of hospitality construction projects. Grounded in the contingency theory, the purpose of this qualitative multiple case study was to explore strategies project leaders use to improve the performance of hospitality construction projects within budget and on time. The participants were five design and construction leaders at four different hospitality organizations in Nevada. Semistructured interviews and public documents were used to collect data. Thematic analysis of the data resulted in four themes: project success criteria, risk identification and mitigation, effective communication, and effective project implementation. A key recommendation to hospitality construction project leaders is to develop strategies that can categorize the relative significance of cost, time, and quality variables by evaluating how a change in one variable affects the relationship with other variables in project management decision-making that enhances project performance and success. The implications for positive social change include the potential of increased employment and partnership with communities and programs that improve individuals’ livelihoods.

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