Date of Conferral



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




Natalie C. Casale


AbstractProjects are used to implement the organization's strategic goals, but high failure rates reduce projects' effectiveness in successfully achieving goals. High failure rates reduce project managers’ effectiveness of projects in successfully achieving goals. Senior leaders and project managers are unable to deliver successful projects due to unmanaged risks. Grounded in expected utility theory, the purpose of this quantitative correlational study was to examine the relationship between risk identification, risk responses, and project success. A survey was created in SurveyMonkey® and distributed on LinkedIn. Survey responses were analyzed from 71 project managers with at least five years of experience in Washington, DC. The results of the standard multiple linear regression indicated the model was able to significantly predict project success, F(2, 70) = 7.260, p < .001, R2 = .18. However, risk identification (t = 3.262, p < .002) was the only statistically significant predictor. A key recommendation is for project managers to identify and mitigate any risks that could negatively impact a project. The implications for positive social change include the potential for project managers to understand how risk identification and risk response can lead to successful projects that achieve organizations' goals and create opportunities for innovative products and services that deliver value to stakeholders.