Date of Conferral

2-18-2026

Degree

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

School

Management

Advisor

Carol Faint

Abstract

Ineffective risk management strategies negatively impact organizational leaders due to potential project failures, financial losses, and diminished stakeholder trust. Grounded in general systems theory, this qualitative pragmatic inquiry was to explore senior project managers’ risk management strategies for enhancing project outcomes, efficiency, and profitability. Nine senior project managers from construction, software development, marketing, mechanical engineering, and automotive manufacturing, all overseeing complex, high-risk projects, participated in the study. Data were collected through semistructured interviews, organizational reports, and project documents. Thematic analysis, using Braun and Clarke’s six-step process, was employed to identify patterns aligned with the research questions. Five major themes emerged: integration of risk management tools and techniques, continuous evaluation and adaptive metrics, efficiency and organizational value enhancement, leadership and team dynamics optimization, and industry-specific adaptations to challenges. One recommendation is to improve engagement between leaders and employees to optimize communication related to how strategies are implemented. The implications for positive social change include enabling organizational leaders and project managers to foster more transparent and collaborative work environments, improving employee well-being and contributing to the timely delivery of products and services that benefit communities.

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