Date of Conferral

12-18-2024

Degree

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

School

Business Administration

Advisor

Annie Brown

Abstract

Indigenous Canadian small business entrepreneurs face a high risk of failure within five years of operation. These entrepreneurs encounter challenges such as limited access to capital and skilled employees and must develop strategies to sustain and grow their businesses. Grounded in the theory of constraints, the purpose of this qualitative multiple-case study was to explore strategies employed by Indigenous small business entrepreneurs to effectively sustain their businesses beyond 5 years. The participants were six Indigenous small business entrepreneurs in British Columbia who implemented strategies to sustain their businesses beyond 5 years. Data were collected through semistructured interviews and by reviewing income statements, job postings, strategic plans, business models, and marketing and promotion strategies provided by the entrepreneurs. Through thematic analysis, eight themes emerged: (a) managing people, (b) wielding market and government influence, (c) financing and the cost of goods and services, (d) building relationships with people and community, (e) understanding the business and market, (f) utilizing tools and metrics, (g) building capacity and mentorship, and (h) managing cashflow and diversifying revenue streams. A key recommendation is for Indigenous entrepreneurs to hire leaders with cultural competency, as well as a strong understanding of financial constraints. The implications for positive social change include the potential to implement effective sustainability strategies that increase employment, improve opportunities for Indigenous employees, and strengthen the local workforce, ultimately leading to greater employment and retention.

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