Date of Conferral

8-6-2026

Date of Award

August 2026

Degree

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

School

Management

Advisor

Dr. Caitlin Byrd

Abstract

Employee underdevelopment in multinational corporations (MNCs) can weaken the organization’s agility and competitive advantage in the global market. Mid-level managers must be leveraged effectively, as this level of management holds primary adaptive responsibility for building, integrating, and reconfiguring resources during organizational change. Grounded in the dynamic capabilities theory, the purpose of this qualitative pragmatic inquiry project was to identify and explore effective strategies mid-level managers in MNCs use to improve dynamic capabilities. Participants were 10 U.S.-based MNC mid-level managers with experience using strategies to improve dynamic capabilities. Data were collected through semistructured interviews and publicly available documents, including strategic plans, performance reports, operational guidance materials, leadership communications, and organizational websites. Data were analyzed using Braun and Clarke’s six-step thematic analysis process. Five themes were identified: (a) continuous situational awareness and environmental monitoring, (b) communication and cross-functional collaboration, (c) strategic resource allocation and decision-making, (d) continuous learning and organizational adaptation, and (e) managing resistance to change. Key recommendations are that MNCs strengthen mid-level managerial development, communication systems, collaborative decision-making, operational data access, and change-management practices. Implications for positive social change include the potential to improve job stability, employee preparedness, organizational resilience, and service continuity for mid-level managers, employees, customers, and communities served by MNCs.

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