Date of Conferral

12-17-2024

Degree

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

School

Business Administration

Advisor

Ronald Black

Abstract

Aviation business leaders often lack effective corporate social responsibility (CSR) strategies to retain highly skilled employees, a crucial factor in gaining a competitive advantage. To maintain this advantage, aviation leaders must consistently recognize employee retention as a critical challenge and a key element in sustaining long-term success. Grounded in Herzberg’s two-factor theory, the purpose of this qualitative multiple-case study was to explore the corporate social responsibility strategies aviation business leaders use to retain highly skilled employees to enhance their competitive advantage. The participants were three aviation business leaders from the Midwest United States who successfully implemented corporate social responsibility strategies that resulted in higher retention rates. Data were collected through semistructured interviews, a review of publicly available organizational information, member checks, and reflective field notes. Through thematic analysis, six themes emerged: (a) investing in compensation and employee growth, (b) aligning corporate social responsibility definitions to organizational objectives, (c) maintaining healthy working conditions, (d) cultivating professional growth opportunities, (e) starting retention with targeted talent acquisition, and (f) understanding generational differences. A key recommendation is for aviation business leaders to create vertical mobility within plateaued jobs to increase retention. The implications for positive social change include the potential for leaders to equip organizational leaders with strategies that enhance the financial stability, mental wellness, and physical health of their employees and communities.

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