Date of Conferral

9-24-2024

Degree

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

School

Business Administration

Advisor

Thomas Schaefer

Abstract

Construction business leaders are concerned with failed change initiatives as they have the potential to affect profitability. Grounded in five-P theory, the purpose of this qualitative multiple case study was to explore the strategies that some leaders in construction companies use to implement change initiatives successfully. The participants consisted of five business leaders from three construction companies who have successfully implemented change initiatives within their organization. Data were collected using semi-structured interviews and a collection of organizational documents. Through thematic analysis, five themes emerged: (a) goal setting and planning, (b) effective communication, (c) stakeholder involvement, (d) effective resource and cost management, and (e) willingness to adapt to strengthen organizational culture. A key recommendation is for construction business leaders to encourage open communication that allows all stakeholder involvement. The findings of this study have implications for positive social change that include a potential beneficial effect on individual growth, communities, organizations, and culture. The implementation of successful organizational change initiatives may lead to job creation, increasing incomes, and the potential to stabilize the local economy.

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