Date of Conferral
Doctor of Business Administration (D.B.A.)
Diane M. Dusick
Some retail managers encounter challenges with efficiency and responsiveness in their attempts to gain and maintain a competitive advantage in the retail industry. Many retail managers are receptive to changes in global markets, technology, and customer demands. The purpose of this qualitative single case study was to explore the strategies that some retail managers used to motivate their sales associates to maintain a competitive advantage in the retail industry. Maintaining a competitive advantage increases profitability and customer satisfaction. Sustainable Supply Chain Management was the primary conceptual framework for this study. The purposive sample consisted of 4 retail managers from a mid-sized retail distribution organization in southeastern Georgia. Face-to-face interviews were recorded, transcribed, verified, and analyzed. Analysis in this qualitative single case study was based on the sustainable supply chain management framework. Four emergent themes were identified relating to essential strategies, ethical factors, risk factors, and the value of sustainable strategy toward stakeholders, suppliers, and customers. Implications for positive social change include retail managers’ improved ability to motivate their sales associates to maintain a competitive advantage, which will allow organizations to sustain their progress in the community and thereby contribute to the success and wellbeing of employees, families, communities, and the economy. Motivated and qualified employees tend to remain with their organizations, which is good for employees and their families, as well as the business, the community, and the economy.
Arthur, Sherman M., "Sustainable Supply Chain: Maintaining a Competitive Advantage in Retail Organizations" (2017). Walden Dissertations and Doctoral Studies. 4123.