Date of Conferral



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


Business Administration


Pamm Kemp


Change initiatives within the heating, ventilation, and air conditioning (HVAC) industry fail because business leaders are not successful in implementing change readiness strategies. Grounded in transformational leadership theory, the purpose of this qualitative multiple case study was to explore the strategies that some leaders in HVAC companies use to implement change initiatives successfully. The participants consisted of 4 business leaders from 4 HVAC companies who successfully implemented change initiatives within their organization. The 4 businesses have fewer than 100 employees located in Charlotte, North Carolina. Data collection procedures included semistructured interviews and a collection of organizational documents. Validating the study consisted of using member checking and methodological triangulation. From the collected and analyzed data, 4 themes emerged: improving leadership support, enhancing stakeholders’ involvement, improving communication, and strengthening organizational culture. A key recommendation includes open communication that allows stakeholder involvement. Implications for social change include the potential effect on individual growth, communities, organizations, and culture. The implementation of successful organizational change initiatives could lead to creating jobs, increasing incomes, and stabilizing the economy.

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Business Commons