Date of Conferral

4-8-2025

Date of Award

April 2025

Degree

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

School

Management

Advisor

Michelle Preiksaitis

Abstract

High employee turnover in clinical research organizations (CROs) disrupts research continuity, increases operational costs, and threatens the timely execution of clinical trials. High employee turnover is a critical concern to CRO leaders, as excessive employee attrition can delay developing and delivering new patient therapies and threaten organizational performance. Grounded in social exchange theory, the purpose of this qualitative pragmatic inquiry was to identify and explore employee-focused strategies that CRO leaders use to reduce employee turnover successfully. Data collection included semistructured interviews with six purposively selected CRO leaders, supplemented by publicly available records to triangulate findings. Following Braun and Clarke’s 6-step framework, thematic analysis identified key retention strategies. The findings revealed four essential themes regarding successful retention strategies, including (a) creating an environment of trust and open communication, (b) providing sufficient managerial support, (c) encouraging career development and employee empowerment, and (d) aligning organizational and employee well-being. A key recommendation for CRO leaders is cultivating a culture of engagement and well-being through transparent communication, employee development programs, and comprehensive support systems. The implications for positive social change include the potential to enhance employee well-being and job satisfaction, thereby reducing turnover and workplace disruption. This, in turn, may accelerate the delivery of new treatments by shortening the time from research to patient access.

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