Date of Conferral

6-5-2025

Date of Award

June 2025

Degree

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

School

Business Administration

Advisor

Dr. James Glenn

Abstract

Small and medium-sized enterprises (SMEs) often lack dedicated public relations (PR) departments, limiting their ability to build brand identity, and gain market share compared to larger firms with greater resources. Small business owners need PR departments to improve their competitive positioning to satisfy buyers. stay competitive to maintain and increase employment, and satisfy customers. Grounded in the dynamic capability theory, this qualitative multiple case study explored how the development and strategic implementation of PR functions can provide SMEs with a competitive advantage. Participants included seven SME owners in fashion, real estate, beauty, business, technology, and retail, each with experience in increasing PR investment to enhance organizational performance. Data were collected from semistructured interviews, company documents, and surveys. Thematic analysis from Yin’s five phases, compiling, disassembling, reassembling, clarifying, and concluding, was used to analyze the data. Four themes emerged: (a) collaborative public relations efforts across SME networks; (b) strategic public relations investment improves sustainability; (c) early public relations implementation reduces the need for extensive in-house public relations departments; and (d) low-cost promotional tools can enhance value and impact. A key recommendation is that SMEs prioritize early development and implement a strategic public relations plan to enhance brand identity, foster sustainability, and ensure long-term competitiveness. The implications for positive social change include the potential for SME owners to increase community employment and the local tax base to improve the local economy and promote social development.

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