Date of Conferral



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


Business Administration


Jorge Gaytan


Leaders of nonprofit organizations experience financial losses when their employees engage in financial fraud. Grounded in Cressey’s fraud triangle theory, the purpose of this qualitative multicase study was to explore strategies leaders of nonprofit organizations use to prevent losses from employee financial fraud. The participants comprised 3 leaders of nonprofit organizations located in South Carolina with successful experience preventing employee financial fraud losses. Data were collected from semistructured interviews and organizational documents, such as company policies and financial statements. Yin’s 5-step analysis process was used to analyze the data with 2 themes emerging: policies created helped leaders prevent losses from employee financial fraud, and procedures established and followed helped leaders prevent losses from employee financial fraud. A key recommendation is that leaders of nonprofit organizations establish internal controls by implementing cash, checks, and credit card written policies to prevent employee financial fraud losses. The implications for positive social change include the potential of financially successful nonprofit organizations to create positive social outcomes by providing increased services and employment opportunities to the local community.

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