Date of Conferral

3-31-2026

Degree

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

School

Management

Advisor

Betsy Macht

Abstract

Some organizations lack strategies to ensure that project outcomes are aligned with organizational objectives. Business leaders are concerned when project outcomes are misaligned with organizational objectives, as this can lead to decreased profitability and a loss of competitive advantage. Grounded in Porter’s Five Forces model, the purpose of this qualitative, pragmatic inquiry was to explore the strategies business leaders use to ensure project outcomes are profitable and aligned with organizational objectives. The participants were six executive leaders of real estate and development companies in the Caribbean, purposefully selected because their organizations had successfully fulfilled organizational objectives through project outcomes. Data were collected using semistructured interviews and a review of publicly available organizational documents. Through thematic analysis, three themes were identified: (a) integration of strategic command and control, (b) market dominance and stakeholder influence, and (c) execution mastery and innovation leadership capabilities. A key recommendation of this study is that project managers must evolve beyond traditional technical project management to become strategic leaders who navigate complex political dynamics, build collaborative stakeholder relationships, and develop adaptive organizational capabilities that address the unique challenges of resource-constrained small island environments. The implications for positive social change include the potential for business leaders to implement strategic project management practices that support sustainable organizational growth, economic development, and improved quality of life in their communities.

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