Date of Conferral
Doctor of Business Administration (D.B.A.)
Lisa A. Cave
The construction industry lacks innovative green strategies to increase organizational performance. However, construction business leaders are hesitant to implement innovative green strategies due to the possibility of decreased organizational performance. Grounded in Fiedler’s contingency theory, the purpose of this qualitative multiple case study was to explore the innovative green strategies implemented by construction business leaders to increase organizational performance. Data were collected from semistructured interviews and company documents with 5 construction business leaders in Antigua who successfully used innovative green strategies to increase organizational performance. Data were analyzed using Yin’s 5-step process. Five themes emerged: innovative research and design, collaboration, leader involvement, education, and marketing. A key recommendation is that construction industry leaders apply green innovations to increase organizational performance. The implications for positive social change include the potential for construction business leaders to raise awareness and knowledge of energy efficient and green practices, conservation of natural resources and the reduction of waste, and to decrease dependence on natural resources.