Date of Conferral

10-15-2026

Date of Award

October 2026

Degree

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

School

Management

Advisor

Carol-Anne Faint

Abstract

Employee uncertainty and job-security concerns during artificial intelligence (AI) implementation threaten manufacturing workforce stability. A lack of effective artificial intelligence (AI) implementation strategies compromises manufacturing leaders’ ability to retain employees. Grounded in the unified theory of acceptance and use of technology, with trust incorporated as an additional construct, the purpose of this qualitative pragmatic inquiry project was to identify and explore effective strategies manufacturing leaders used to implement artificial intelligence (AI) tools to retain employees. The participants were seven manufacturing leaders who successfully implemented artificial intelligence (AI) tools to support employee retention. Data were collected using semistructured interviews and publicly available documents. Through thematic analysis, six themes were identified: (a) embed artificial intelligence (AI) in daily operations, (b) improve training, communication, and workflow support, (c) support employee retention through guidance and workplace support, (d) build employee adoption through repeated training and use, (e) build trust by framing artificial intelligence (AI) as a support tool rather than a replacement, and (f) sustain artificial intelligence (AI) value through structured leadership, communication, and intentional integration. A key recommendation is that manufacturing leaders integrate role-relevant training, transparent communication, and human oversight into artificial intelligence (AI) implementation. The implications for positive social change include the potential for manufacturing leaders to strengthen employee retention and contribute to broader community well-being.

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