Date of Conferral



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




Gene E. Fusch


Business leaders are exploring ways to improve organizational performance through organizational design, including reviewing the structures of their organization. Grounded in McKinsey’s 7S framework, the purpose of this qualitative single case study was to explore organizational design strategies healthcare leaders used to improve organization performance. Participants were 6 leaders within a healthcare organization in Alberta, Canada, who successfully developed and implemented organizational design strategies to improve organizational performance. The data collection techniques included a review of internal and external documents, a reflective journal, and semistructured interviews. I used methodological triangulation and thematic analysis to complete the data analysis. The data analysis resulted in 6 key themes: leadership impact on organizational design, stakeholder engagement, staff considerations, corporate structure, organizational design strategy, and system processes. A key recommendation is that organizational leaders should complete organizational design. Implications for social change include leaders using or adapting the study’s findings to implement organizational design strategies, improve organization performance, and ultimately affect higher quality services. In addition, improved performance and culture might create sustainability, which results in increased job security and enhanced quality of life for employees.