Date of Conferral

2020

Degree

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

School

Business Administration

Advisor

Robert M. Banasik

Abstract

Organizational change initiatives often fail in the implementation phase resulting in decreased productivity affecting the net profitability of the organization. Grounded in Kotter’s 8-step change model, the purpose of this qualitative multiple case study was to explore strategies used by business leaders to implement organizational change initiatives successfully. A purposeful sample of 10 business leaders from 2 organizations located in the region of the Middle East and North Africa participated in the study. Data were collected from semistructured interviews and secondary sources including strategic business plan presentations, change tracking tools, meeting minutes, financial statements, and archival records. Data were analyzed using thematic analysis with 6 themes emerging to include adopting formal and informal communication, ensuring employees’ engagement and commitment, choosing the right leadership style, applying a cohesive culture, developing the proper tools and training, and speeding the execution process. A key recommendation includes utilizing open communications that allow employee input. Implications for social change include the potential effect on surrounding communities. Successful organizational change initiatives implementation could lead to reduced employee job loss, more opportunities for increased employment, a potential increase of incomes, and local economic improvement.

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