Date of Conferral

8-13-2025

Degree

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

School

Business Administration

Advisor

Matthew Knight

Abstract

In the architectural, engineering, and construction (AEC) industry, innovation thrives on diverse perspectives. Without effective diversity and inclusion strategies, AEC industry leaders may hinder innovation opportunities, which could result in reduced profitability and employee morale in a highly competitive market. Grounded in institutional theory and resource-based view theory, the purpose of this qualitative pragmatic inquiry research project was to identify and explore successful strategies AEC trade association leaders use to assist association members in enhancing their organizations’ performance through workforce diversity to increase innovation, profitability, and employee morale. Data were gathered from six participants from various AEC trade associations across the United States using semistructured interviews and reviews of publicly available documents from participants’ association websites and social media pages. Thematic analysis revealed six key themes: institutional committees and dedicated roles, safe spaces and cohort-based engagement, workforce pipeline development, recognition and inclusive awards, data-driven diversity assessment, and language and cultural inclusion. A key recommendation is for AEC association leaders to create specific positions or committees focused on diversity and inclusion to implement comprehensive strategies. The implications for positive social change include the potential for AEC leaders to dismantle systemic barriers, ultimately benefiting underrepresented communities and enhancing industry resilience.

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