Date of Conferral
Doctor of Business Administration (D.B.A.)
Nonprofit organization leaders face increased performance and sustainability challenges due to reduced funding. Approximately 72% of nonprofit revenues required for the sustainability of nonprofit organizations come from program services, which are threatened by ineffective improvement strategies and reduced program funding. Using the conceptual framework of total quality management, the purpose of this multicase study was to explore strategies that nonprofit leaders use to implement successful continuous improvement programs to increase revenue. The population for this study was leaders of nonprofit organizations in Delaware. Participants were purposefully selected for their successful experience in implementing continuous improvement strategies in nonprofit organizations. Data were collected via semistructured face-to-face interviews from 4 nonprofit organization leaders and review of publicly accessible, online organizational documents related to the implementation of continuous improvement programs. Data were analyzed using methodological triangulation through inductive coding of phrases and words. Three themes emerged from this study: leadership strategies for holistic focus on process improvement, leadership focus on organizational strategy, and specific focus on functions of leadership. Nonprofit leaders should embrace continuous improvement applications traditionally applied in for-profit sectors. Nonprofit leaders could apply continuous improvement strategies to enhance performance and boost revenue. Implications for positive social change include developing sustainability and longevity in nonprofit organizations to help nonprofit leaders address larger problems, such as homelessness, disease, lack of cultural acceptance, and environmental sustainability.