Date of Conferral



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




Jill Murray


Health care organizations lose a significant competitive edge when leaders fail to align strategic change initiatives with necessary operational activities. Health care leaders who struggle to maintain a competitive edge are at high risk for failure. Pettigrew and Whipp's content, process, and context strategic change management and Hoshin Kanri (HK) program deployment models constituted the composite conceptual framework for this study. The purpose of this qualitative multiple case study was to explore strategies health care leaders use to implement strategic change initiatives successfully. The participants comprised of 4 strategic change leaders from 2 health care organizations in Manhattan, New York, who successfully implemented strategic change initiatives. Data were collected from semistructured interviews, company documents, and archival records and analyzed using methodological triangulation, coding, and thematic analysis. Themes emerged were situational awareness, communication, and leadership strategies. A key recommendation includes the need for health care leaders to approach strategic change implementation from a holistic approach to increase execution success. The implications for positive social change include the potential for health care leaders to create employment opportunities and improve the health and well-being of members in the community.