Date of Conferral
Doctor of Business Administration (D.B.A.)
Dr. Brenda Jack
Leaders of minority-owned businesses earn less revenue on average than their nonminority counterparts, even when both sets of leaders operate in the same industries. Among the factors leading to this earnings discrepancy is the lack of access that leaders of minority-owned businesses have to high-revenue opportunities. The purpose of this multiple case study was to explore the strategies that some leaders of minority-owned small businesses use to compete for contracts in high-revenue industries. The study population comprised 3 owners of minority-owned small marketing consultancy firms headquartered in the Southeastern United States. Teece and Pisano’s dynamic capabilities view served as the conceptual framework for this study. Data were collected through semistructured interviews and the review of company documents. The data analysis process included member checking to ensure credibility of the interpretation of the information gathered during the interviews, and methodological triangulation of the data sources to establish data validity. Four themes emerged from the analysis: positioning and targeting, capabilities and competencies, pricing and returns, and relevancy and longevity. The themes are critical success factors for competing for contracts in high-revenue industries and may be beneficial to the leaders of minority-owned small businesses in seeking contracts in similar or parallel industries. Leaders who apply the study findings may earn incremental revenues to effect positive social change through additional job creation and community development activities, benefiting local economies and residents.
Smith, Peter George, "Competitive Strategies of Minority-Owned Small Businesses" (2018). Walden Dissertations and Doctoral Studies. 6499.