Date of Conferral

7-23-2026

Date of Award

July 2026

Degree

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

School

Management

Advisor

Theresa Neal

Abstract

Strategic planning failures among small and medium-sized enterprises (SME) construction managers can lead to cost overruns, schedule delays, and operational inefficiencies that threaten organizational viability. SME construction managers who lack effective strategic planning processes face an elevated risk of project failures that jeopardize workforce stability and the long-term sustainability of the communities they serve. Grounded in hoshin kanri framework, the purpose of this qualitative pragmatic inquiry was to explore successful strategic planning processes and models used by SME construction managers in southeastern Virginia to improve operations and reduce project failures. The participants were seven SME construction managers who had successfully implemented strategic planning practices. Data were collected using semistructured interviews and publicly available documents. Through thematic analysis, four themes were identified: (a) strategic planning and operational alignment, (b) communication and leadership coordination, (c) technology integration and innovation, and (d) organizational learning and continuous improvement. A key recommendation is for SME construction managers to adopt formal strategic planning frameworks, such as hoshin kanri, and institutionalize structured communication processes to align operations with organizational goals. The implications for positive social change include the potential to improve workforce stability, support local economic development, and strengthen community well-being by enabling construction SMEs to deliver projects more reliably and sustain stable employment.

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