Date of Conferral
Doctor of Business Administration (D.B.A.)
Many change initiatives fail because business leaders often lack the strategies for successful implementation. The inability of business leaders to successfully implement change initiatives can result in missing deadlines, increasing costs, and reduced employee productivity and morale. Grounded by Lewin's change management model and Kotter's 8-step change model, the purpose of this multiple case study was to explore strategies aerospace manufacturing managers in the Midwest Region of the United States used to implement successful change initiatives. Data were collected through face-to-face semistructured interviews with 3 aerospace manufacturing managers and a review of company documents. Data were analyzed using methodological triangulation, coding, and thematic analysis to identify patterns and themes. Three main themes emerged from the data analysis: well-defined and measurable goals improved the ability to track and measure the change implementation, teamwork improved employee involvement and collaboration, and communication improved transparency and employee support. The implications for positive social change include the potential to improve aircraft safety by reducing aviation accidents and keeping communities safe from loss of life.