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Enhancing the Strategic Value of Persons with Disabilities
No full textThis study explores how management practices within the Human Capital Management
Lifecycle can enhance the net strategic value of employing Persons with Disabilities (PWDs).
Grounded in the Resource-Based View (RBV) framework, the research demonstrates that PWDs
can serve as valuable, rare, and inimitable resources, contributing to sustained competitive
advantage. Using a systematic review of existing literature, seven key themes emerged,
highlighting the importance of supportive leadership, inclusive culture, accessibility, employee
well-being, and organizational effectiveness. These themes underscore the strategic potential of
PWD inclusion, emphasizing that it is not merely a matter of compliance or social responsibility
but a pathway to innovation, improved performance, and long-term success. The study offers
practical implications for organizations seeking to integrate PWDs effectively, from inclusive
recruitment and onboarding to retention and career development. A practical toolkit is provided
to guide organizations in implementing inclusive strategies that support the growth and
contribution of PWDs across all levels of the organization. The findings contribute to the
growing body of knowledge on diversity and inclusion, demonstrating how strategic human
capital management can enhance both competitive advantage and organizational outcomes. By
embracing PWDs as integral assets, organizations can unlock untapped potential, positioning
themselves for long-term resilience and success.ENHANCING STRATEGIC VALUE OF PERSONS WITH DISABILITIES i
Enhancing the Strategic Value of Persons with Disabilities
The Impact of Management Practices
Dissertation submitted to the School of Business
University of Maryland, Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
by
Jason Wade Bryan
September 2024
Dissertation Committee:
Dr. Lisa Pearo
Dr. Mary Jo Anderson
Dr. Richard Milter
Date of Oral Defense: 09/12/2024
ENHANCING STRATEGIC VALUE OF PERSONS WITH DISABILITIES ii
Abstract
This study explores how management practices within the Human Capital Management
Lifecycle can enhance the net strategic value of employing Persons with Disabilities (PWDs).
Grounded in the Resource-Based View (RBV) framework, the research demonstrates that PWDs
can serve as valuable, rare, and inimitable resources, contributing to sustained competitive
advantage. Using a systematic review of existing literature, seven key themes emerged,
highlighting the importance of supportive leadership, inclusive culture, accessibility, employee
well-being, and organizational effectiveness. These themes underscore the strategic potential of
PWD inclusion, emphasizing that it is not merely a matter of compliance or social responsibility
but a pathway to innovation, improved performance, and long-term success. The study offers
practical implications for organizations seeking to integrate PWDs effectively, from inclusive
recruitment and onboarding to retention and career development. A practical toolkit is provided
to guide organizations in implementing inclusive strategies that support the growth and
contribution of PWDs across all levels of the organization. The findings contribute to the
growing body of knowledge on diversity and inclusion, demonstrating how strategic human
capital management can enhance both competitive advantage and organizational outcomes. By
embracing PWDs as integral assets, organizations can unlock untapped potential, positioning
themselves for long-term resilience and success.
Keywords: persons with disabilities, resource-based view, inclusive leadership, strategic
value
ENHANCING STRATEGIC VALUE OF PERSONS WITH DISABILITIES iii
© Copyright by Jason Wade Bryan
2024
ENHANCING STRATEGIC VALUE OF PERSONS WITH DISABILITIES iv
Dedication
I dedicate this dissertation to my family, whose support made this journey possible.
For my beloved wife, Tina: Your love and encouragement have been a source of strength. I am
deeply grateful for your patience and understanding throughout this and all our adventures.
For my parents, Bruce and Lovella: Your sacrifices and encouragement laid the foundation for
everything my brother and I have accomplished. I wouldn’t be here without you, and you deserve
the credit for this accomplishment. Thank you.
For my children, Holley, Scott, Jacob, and Mitchell: Your thoughts and insights have inspired me
more than you know. Thank you for reminding me what matters.
For my Grandparents, Albert, Melvin, Maudie, and Mary: Your presence, love, and legacy have
shaped my journey. I am forever grateful for the support and foundation you provided.
For my uncles, Harold, Marty, and Pete, and my aunts, Glenda and Loretta: Your support has
made a difference in my journey. Thank you for all you have done to help me along the way.
To all of you, thank you from the bottom of my heart.
ENHANCING STRATEGIC VALUE OF PERSONS WITH DISABILITIES v
Acknowledgments
I would like to express my deepest gratitude to those who have supported me throughout
this journey.
First and foremost, I sincerely thank Dr. Lisa Pearo, my chair, for her guidance,
invaluable feedback, and unwavering support. Your encouragement and insights have been
valuable in shaping this dissertation, and I am forever and deeply grateful for your leadership and
help throughout this process.
I also thank Dr. Mary Jo Anderson, whose early encouragement, direction, and
mentorship helped lay the foundation for this work. I am grateful for your contributions and help.
Thank you to Dr. Richard Milter for your thoughtful feedback that pushed me to
strengthen this dissertation. Your critical eye has been greatly appreciated.
Finally, to my cohort, thank you for being a source of camaraderie, motivation, and
support. Your friendship and shared determination made this journey less daunting and far more
exciting.
ENHANCING STRATEGIC VALUE OF PERSONS WITH DISABILITIES vi
Table of Contents
List of Tables .................................................................................................................................. x
List of Figures ................................................................................................................................ xi
Chapter 1: Introduction .................................................................................................................... 1
Dissertation Organization ............................................................................................................ 2
Background ................................................................................................................................. 2
Persons with Disabilities ......................................................................................................... 4
Management Practices ........................................................................................................... 14
Human Capital Management Lifecycle ................................................................................. 15
Problem Statement ..................................................................................................................... 16
Research Question ..................................................................................................................... 17
Significance of the Study ........................................................................................................... 19
Chapter Summary ...................................................................................................................... 20
Chapter 2: Theoretical Framework and Literature Review ........................................................... 22
Introduction ............................................................................................................................... 22
Theoretical Lens ........................................................................................................................ 23
Resource-Based View (RBV) Background ........................................................................... 24
RBV Characteristic Attribute ................................................................................................. 27
Integration of VRIN/VRIO with Organizational Strategy ..................................................... 32
Alternative Theories Considered ........................................................................................... 34
Literature Landscape ................................................................................................................. 36
Persons with Disabilities ....................................................................................................... 37
Management Strategies and Practices ................................................................................... 49
ENHANCING STRATEGIC VALUE OF PERSONS WITH DISABILITIES vii
Diversity, Equity, and Inclusion ............................................................................................. 63
Employment of PWDs ........................................................................................................... 68
Integration of RBV in Managing PWDs ............................................................................... 69
Economic Perspectives on Employment Barriers for PWD .................................................. 71
Conceptual Framework ............................................................................................................. 73
Summary ................................................................................................................................... 74
Chapter 3: Methodology ................................................................................................................ 76
Introduction ............................................................................................................................... 76
Evidence-Based Management (EBM) ................................................................................... 77
Systematic Review .................................................................................................................... 79
PRISMA ............................................................................................................................... 81
Search Strategy ...................................................................................................................... 83
Study Selection ...................................................................................................................... 86
Data Extraction ...................................................................................................................... 87
Critical Appraisal ................................................................................................................... 88
Analysis and Synthesis .............................................................................................................. 92
Bias ....................................................................................................................................... 93
CERQual ............................................................................................................................... 94
Summary ................................................................................................................................... 96
Chapter 4: Analysis and Findings .................................................................................................. 97
Introduction ............................................................................................................................... 97
Description of the Data .............................................................................................................. 97
Quality Appraisal of the Evidence Pool .................................................................................. 100
ENHANCING STRATEGIC VALUE OF PERSONS WITH DISABILITIES viii
Evidence Pool Summary and Composition ............................................................................. 101
Evidence Pool Coding ............................................................................................................. 110
First-Cycle Coding .............................................................................................................. 111
Second-Cycle Coding .......................................................................................................... 111
Thematic Analysis ................................................................................................................... 112
Thematic Synthesis .............................................................................................................. 116
CERQual Assessment .............................................................................................................. 128
Revised Conceptual Model ...................................................................................................... 132
Summary ................................................................................................................................. 132
Chapter 5: Conclusions and Implications .................................................................................... 134
Introduction ............................................................................................................................. 134
Summary of Findings .............................................................................................................. 134
Discussion............................................................................................................................... 134
Foundational Elements ........................................................................................................ 135
Strategic Initiatives .............................................................................................................. 135
Organizational Outcomes .................................................................................................... 136
Broader Societal Impact ...................................................................................................... 136
Balancing Capability, Competitive Advantage, and Resource Costs .................................. 137
Conclusions ............................................................................................................................. 137
Implications ............................................................................................................................. 138
Theoretical Implications ...................................................................................................... 139
Practical Implications .......................................................................................................... 139
Policy Implications .............................................................................................................. 140
ENHANCING STRATEGIC VALUE OF PERSONS WITH DISABILITIES ix
Management Implications ................................................................................................... 141
Limitations ............................................................................................................................... 142
Recommendations ................................................................................................................... 144
For Organizations ................................................................................................................ 144
For Policymakers ................................................................................................................. 145
For Future Research ............................................................................................................. 146
Final Summary ........................................................................................................................ 147
References ............................................................................................................................... 148
Appendix A: Range of Conditions .............................................................................................. 184
Physical Disabilities in the Workplace ................................................................................ 184
Neurodiversity in the Workplace ......................................................................................... 186
Mental Health Conditions in the Workplace ........................................................................ 187
Chronic Health Conditions in the Workplace ...................................................................... 188
Appendix B: Code Book ............................................................................................................. 190
Appendix C: Methodological Support ......................................................................................... 193
Appendix D: Complete List of Exported Codes .......................................................................... 268
Appendix E: Toolkit for Maximizing the Net Strategic Value of Employing Persons with
Disabilities (PWDs) ..................................................................................................................... 295
PWDs as Strategic Assets: A Practical Toolkit for Organizations ....................................... 295
Disability Inclusion Self-Assessment Checklist .................................................................. 295
ENHANCING STRATEGIC VALUE OF PERSONS WITH DISABILITIES x
List of Tables
Table 1 .......................................................................................................................................... 18
Table 2 .......................................................................................................................................... 84
Table 3 .......................................................................................................................................... 85
Table 4 .......................................................................................................................................... 86
Table 5 ........................................................................................................................................ 102
Table 6 ........................................................................................................................................ 103
Table 7 ........................................................................................................................................ 104
Table 8 ........................................................................................................................................ 106
Table 9 ........................................................................................................................................ 113
Table 10 ...................................................................................................................................... 114
Table 11 ...................................................................................................................................... 115
Table 12 ...................................................................................................................................... 116
Table 13 ...................................................................................................................................... 128
Table 14 ...................................................................................................................................... 129
Table 15 ...................................................................................................................................... 129
Table 16 ...................................................................................................................................... 130
Table 17 ...................................................................................................................................... 130
Table 18 ...................................................................................................................................... 131
Table 19 ...................................................................................................................................... 131
Table 20 ...................................................................................................................................... 194
Table 21 ...................................................................................................................................... 196
ENHANCING STRATEGIC VALUE OF PERSONS WITH DISABILITIES xi
List of Figures
Figure 1 ......................................................................................................................................... 16
Figure 2 ......................................................................................................................................... 26
Figure 3 ......................................................................................................................................... 72
Figure 4 ......................................................................................................................................... 74
Figure 5 ......................................................................................................................................... 98
Figure 6
Keep Calm and Work On: Cultivating Organizational Resilience through Human Capital Strategy
No full textThe goal of this systematic review (SR) was to identify how human capital can be utilized to
cultivate organizational resilience to arrive at actionable recommendations for managers. Given
the unpredictable and continual threats to ongoing organizational operations, managers must
implement strategies to cultivate resilience during periods of low crises to remain productive and
competitive in periods of high crises. The dynamic capabilities theory, a resource-based
strategic management framework, was used as the theoretical model to identify and explain the
components of organizational resilience from an operational perspective. Authentic leadership
theory was used from an execution and sustainment level to holistically capture how applying an
organization’s dynamic capabilities to the resource of human capital can be successfully
deployed to optimize organizational resilience. The SR was based on 35 scholarly, peer reviewed articles accessed through the university’s library databases. A qualitative coding
process, using ATLAS.ti, was conducted to arrive at a detailed thematic analysis and synthesis. The findings suggest that human capital strategies can be applied to cultivate organizational
resilience through the development of the work environment, the development of the
organizational structure and processes, and the development of employees. The specific
recommendations to implement these strategies include providing soft skills training, developing
relationships at all levels of the organization, optimizing the organizational structure to allow for
decentralized authority and engagement, and implementing employee recognition and award
programs. Future research suggestions include investigating a comprehensive organizational
resilience strategy that is based on human capital strategies. This will enable additional
research to target the interaction of these concepts in specific industries, sectors, and
geographic locations.ABSTRACT
Title of Dissertation: KEEP CALM AND WORK ON: CULTIVATING
ORGANIZATIONAL RESILIENCE THROUGH
HUMAN CAPITAL STRATEGY
Danyelle L. Berger,
Doctor of Business Administration, 2024
ABSTRACT:
The goal of this systematic review (SR) was to identify how human capital can be utilized to
cultivate organizational resilience to arrive at actionable recommendations for managers. Given
the unpredictable and continual threats to ongoing organizational operations, managers must
implement strategies to cultivate resilience during periods of low crises to remain productive and
competitive in periods of high crises. The dynamic capabilities theory, a resource-based
strategic management framework, was used as the theoretical model to identify and explain the
components of organizational resilience from an operational perspective. Authentic leadership
theory was used from an execution and sustainment level to holistically capture how applying an
organization’s dynamic capabilities to the resource of human capital can be successfully
deployed to optimize organizational resilience. The SR was based on 35 scholarly, peer-reviewed
articles accessed through the university’s library databases. A qualitative coding
process, using ATLAS.ti, was conducted to arrive at a detailed thematic analysis and synthesis.
KEEP CALM AND WORK ON
ii
The findings suggest that human capital strategies can be applied to cultivate organizational
resilience through the development of the work environment, the development of the
organizational structure and processes, and the development of employees. The specific
recommendations to implement these strategies include providing soft skills training, developing
relationships at all levels of the organization, optimizing the organizational structure to allow for
decentralized authority and engagement, and implementing employee recognition and award
programs. Future research suggestions include investigating a comprehensive organizational
resilience strategy that is based on human capital strategies. This will enable additional
research to target the interaction of these concepts in specific industries, sectors, and
geographic locations.
Keywords: Organizational Resilience, Resilient Organization, Human Capital, Strategic Human
Resources, People-Focused Efforts, Human Capital Strategy
KEEP CALM AND WORK ON
iii
KEEP CALM AND WORK ON:
CULTIVATING ORGANIZATIONAL RESILIENCE THROUGH HUMAN CAPITAL STRATEGY
by
Danyelle L. Berger
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2024
Dissertation Committee:
Dr. Rimi Zakaria, Chair
Dr. Raymond Marbury
Dr. Trina Shields
KEEP CALM AND WORK ON
iv
© Copyright by
Danyelle L. Berger
2024
KEEP CALM AND WORK ON
v
Acknowledgments
In no particular order, I would like to acknowledge and thank:
• My friends, neighbors, and coworkers, whose insights, understanding, and willingness to
lend an ear helped me persevere during the most challenging moments of this program.
• My parents and my brothers for shaping who I am today and for sparking my sense of
determination, resilience, gratitude, and of course, my sense of humor.
• My dissertation chair and mentor, Dr. Rimi Zakaria, for her gentle, yet expert guidance
through the dissertation process.
• My committee members, Drs. Marbury and Shields, for their wisdom and perspective.
• My cohort since DBA 600! We promised to never let each other quit and we made it!
• My loyal dogs, whose unwavering companionship and comforting presence always
make the toughest moments a little easier. However, it would have been helpful to have
less barking during Zoom presentations.
• Doordash for keeping my teenage sons fed while I worked on my dissertation!
KEEP CALM AND WORK ON
vi
Dedication
This dissertation is dedicated to my endlessly loving and patient husband, Gary, and my
two brilliant, amazing, and beautiful sons, Bryce and Tristan. Your unwavering belief in me has
carried me through this endeavor and many, many others before it. You truly are my treasure
and my life. I hope I have made you as proud as you have always made me.
KEEP CALM AND WORK ON
vii
Table of Contents
ABSTRACT ................................................................................................................................... i
Acknowledgments ......................................................................................................................... v
Dedication ................................................................................................................................... vi
List of Tables ................................................................................................................................ x
List of Figures .............................................................................................................................. xi
Chapter 1: Introduction and Overview of the Management Problem ............................................ 1
Background and Overview ........................................................................................................ 2
Organizational Resilience ..................................................................................................... 2
Human Capital ...................................................................................................................... 5
Human Capital Strategy ........................................................................................................ 7
Human Capital and Resilience .............................................................................................. 8
Problem Statement and Significance of the Management Problem ......................................... 9
Purpose of the Study and the Research Question .................................................................. 10
Purpose Statement ............................................................................................................. 10
Research Question ............................................................................................................. 10
Rationale for the Study ........................................................................................................... 12
Definitions and Terminology .................................................................................................... 12
Organizational Resilience: .................................................................................................. 12
Human Capital: ................................................................................................................... 13
Chapter Summary ................................................................................................................... 13
Organization of the Dissertation .............................................................................................. 13
Chapter 2: Scoping Literature Review and Theoretical Framework ........................................... 14
Theoretical Framework ........................................................................................................... 14
Dynamic Capabilities Theory .............................................................................................. 15
Authentic Leadership Theory .............................................................................................. 19
Conceptual Model ............................................................................................................... 22
Literature Landscape or Scoping Literature Review ............................................................... 24
Organizational Resilience Research Overview ................................................................... 24
Models of Resilience ........................................................................................................... 27
Human Capital Research Overview .................................................................................... 28
Human Capital Strategy in Organizational Resilience ........................................................ 29
Chapter Summary ................................................................................................................... 30
KEEP CALM AND WORK ON
viii
Chapter 3: Method ...................................................................................................................... 31
Review Design and Methodology ........................................................................................... 31
The Evidence-Based Research Framework ....................................................................... 32
Systematic Review Process .................................................................................................... 33
Search Strategy .................................................................................................................. 34
Quality Appraisal of the Included Studies ........................................................................... 36
Analysis and Synthesis Methodology ................................................................................. 38
Data Extraction ..................................................................................................... 38
Coding .................................................................................................................. 38
CERQual Assessment .......................................................................................... 39
Subject Matter Experts ......................................................................................... 40
Chapter Summary ................................................................................................................... 41
Chapter 4: Analysis and Findings ............................................................................................... 42
Review of the Research Question .......................................................................................... 42
Description of the Data Set ..................................................................................................... 42
Quality Appraisal of the Data Set ............................................................................................ 44
Data Extraction Process ......................................................................................................... 46
Coding Process ....................................................................................................................... 49
Findings and Discussion ......................................................................................................... 51
Theme 1: Developing the Work Environment ..................................................................... 52
Trust and Respect ................................................................................................ 52
Sincere Communication ....................................................................................... 53
Interpersonal Relationships .................................................................................. 53
Adaptive and Flexible Culture .............................................................................. 53
Employee Empowerment ..................................................................................... 54
Theme 2: Developing Organizational Structure and Processes ......................................... 54
Training and Development ................................................................................... 55
Employee Recognition ......................................................................................... 55
Decentralized Authority ........................................................................................ 56
Leadership Contribution ....................................................................................... 56
Theme 3: Developing People .............................................................................................. 57
Well-being ............................................................................................................ 57
Individual Characteristics & Capacities ................................................................ 58
Summary of Findings .............................................................................................................. 59
Summary of Input from Subject Matter Experts ...................................................................... 60
Revised Conceptual Model/Framework .................................................................................. 62
Chapter Summary ................................................................................................................... 63
KEEP CALM AND WORK ON
ix
Chapter 5: Conclusions and Implications .................................................................................... 64
Review of the Research .......................................................................................................... 64
Answer to the Research Question .......................................................................................... 64
Management Implications (Recommendations) ...................................................................... 65
Recommendation 1: Provide Comprehensive Ongoing Soft Skills Training for Employees 66
Recommendation 2: Emphasize genuine relationship building across all levels of
employees within the organization ..................................................................................... 68
Recommendation 3: Optimize Structure and Processes .................................................... 69
Recommendation 4: Implement Employee Recognition and Reward ................................. 71
Limitations of the Study and Areas for Future Research ........................................................ 72
Limitations of the Study ....................................................................................................... 72
Areas for Future Research .................................................................................................. 73
Final Summary and Conclusion .............................................................................................. 73
References ................................................................................................................................. 75
Appendix A ................................................................................................................................. 91
Appendix B ................................................................................................................................. 92
Appendix C ................................................................................................................................ 93
Appendix D: ............................................................................................................................... 96
Appendix E ............................................................................................................................... 100
Appendix F ............................................................................................................................... 101
Appendix G ............................................................................................................................... 104
KEEP CALM AND WORK ON
x
List of Tables
Table 1: CIMO Framework......................................................................................................11
Table 2: Search Strings...........................................................................................................35
Table 3: Data Extraction Table Headings................................................................................38
Table 4: CERQual Table Column Headings............................................................................40
Table 5: Theme Distribution Table...........................................................................................50
Table 6: Subject Matter Expert Responses.............................................................................60
KEEP CALM AND WORK ON
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List of Figures
Figure 1: Publication Trends in Organizational Resilience.............................................................4
Figure 2: Human Capital: Explicit and Implicit Components..........................................................6
Figure 3: Human Capital Strategy: Explicit and Implicit Components............................................8
Figure 4: Conceptual Framework of Dynamic Capabilities Theory..............................................16
Figure 5: Conceptual Framework of Authentic Leadership Theory..............................................22
Figure 6: Anticipated Outcome of Authentic Leadership in Practice............................................22
Figure 7: Conceptual Model of Dynamic Capabilities and Authentic Leadership Theory.............23
Figure 8: Meyer’s Three Phases of Adaption in Conceptual Model.............................................27
Figure 9: PRISMA Framework Example Diagram........................................................................36
Figure 10: Mixed Methods Appraisal Tool Framework.................................................................37
Figure 11: PRISMA Search Strategy Framework........................................................................44
Figure 12: MMAT analysis of Al-Ayad (2019)..............................................................................46
Figure 13: Breakdown of Data Corpus by Publication Year........................................................47
Figure 14: Breakdown of Data Corpus by Study Methodology....................................................48
Figure 15: Breakdown of Data Corpus by Sector........................................................................48
Figure 16: Interaction of the Three Identified Themes.................................................................59
Figure 17: Revised Conceptual Framework.................................................................................63
Figure 18: Analysis of Themes to Arrive at Actionable Recommendations.................................66
KEEP CALM AND WORK ON
1
Chapter 1: Introduction and Overview of the Management Problem
In December 2020, following months of ongoing COVID-19 pandemic-related business
and supply-chain disruptions, the United States federal government put forth a Federal Mission
Resilience Strategy (2020), reflecting the growing importance of designing and implementing a
comprehensive resilience plan in today’s world. As described in the preamble to the strategy,
the unique complication inherent in crafting a resilience plan is that not all threats can be
avoided or anticipated, making preparation a vital necessity for continued survival:
Despite our best efforts, the government cannot prevent all dangers. We
recognize and must prepare for, the possibility of unforeseen events including
natural disasters, pandemics, cyber threats, and kinetic or electromagnetic pulse
attacks. We must be prepared as a Nation, as a Federal Government, and as
individual citizens to preserve, protect, and defend our way of life. (Federal
Mission Resilience Strategy, 2020)
Without a resilience strategy, even the most robust and stable organizations are
vulnerable to unexpected changes and the resultant chaos as evidenced by the sudden impact
of the pandemic lockdowns in 2020 (Zhao, 2020). As described by Kwiecień et al. (2023),
cultivating and increasing resilience should be a strategic goal of all organizations, because
Integrating Strategies for Large Corporations Using Mergers and Acquisitions for Digital Transformation
No full textThe study underscores the growing reliance on mergers and acquisitions (M&A) for digital
transformation in large corporations, enabling them to incorporate advanced technologies like
artificial intelligence and machine learning into their operations. Despite the potential benefits,
the research uncovers significant challenges during the integration of the target and the acquiring
organizations. This systematic review delves into these challenges while emphasizing the
importance of integration strategies that lead to positive outcomes such as synergy, operational
efficiency, and sustainable growth. The study employs the theoretical lens of a resource-based
view to understand the management problem, synthesizing evidence from 39 studies after
scouring articles from various databases and conducting a Joanna Briggs Institute critical
appraisal to extract findings and recommend solutions. A prominent contribution of this research
is introducing the Digital M&A Integration Strategy Checklist (DMISC) framework, a novel and
comprehensive guide for corporations to streamline their post-merger digital integration
processes. The DMISC framework offers actionable steps for enhancing synergy, mitigating
risks, and fostering long-term value creation in digital transformation using M&A, introducing
step-by-step guidance, and providing an applicable solution to the management problem.INTEGRATION STRATEGIES DURING DIGITAL TRANSFORMATION i
Abstract
Title of Dissertation:
INTEGRATION STRATEGIES FOR LARGE CORPORATIONS USING MERGERS AND ACQUISITIONS FOR DIGITAL TRANSFORMATION
Ramsankar Palaninathan, Doctor of Business Administration, 2024
The study underscores the growing reliance on mergers and acquisitions (M&A) for digital transformation in large corporations, enabling them to incorporate advanced technologies like artificial intelligence and machine learning into their operations. Despite the potential benefits, the research uncovers significant challenges during the integration of the target and the acquiring organizations. This systematic review delves into these challenges while emphasizing the importance of integration strategies that lead to positive outcomes such as synergy, operational efficiency, and sustainable growth. The study employs the theoretical lens of a resource-based view to understand the management problem, synthesizing evidence from 39 studies after scouring articles from various databases and conducting a Joanna Briggs Institute critical appraisal to extract findings and recommend solutions. A prominent contribution of this research is introducing the Digital M&A Integration Strategy Checklist (DMISC) framework, a novel and comprehensive guide for corporations to streamline their post-merger digital integration processes. The DMISC framework offers actionable steps for enhancing synergy, mitigating risks, and fostering long-term value creation in digital transformation using M&A, introducing step-by-step guidance, and providing an applicable solution to the management problem. INTEGRATION STRATEGIES DURING DIGITAL TRANSFORMATION ii
Keywords: Integration Strategy, Digital Transformation, Mergers & Acquisitions, Challenges, DMISC framework, Outcomes, Dynamic Capabilities, Synergy, Resource-Based View Theory
INTEGRATION STRATEGIES DURING DIGITAL TRANSFORMATION iii
Integration Strategies for Large Corporations Using Mergers & Acquisitions for Digital Transformation
By
Ramsankar Palaninathan
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2024
Dissertation Committee: Chair: Raymond Marbury, DBA Second Chair: Rimi Zakaria, Ph.D. Third Chair: Ray Muhammad, Ph.D.
Oral Defense: 12/05/2024
INTEGRATION STRATEGIES DURING DIGITAL TRANSFORMATION iv
© Copyright by
Ramsankar Palaninathan
2024
INTEGRATION STRATEGIES DURING DIGITAL TRANSFORMATION v
Dedication
This study is dedicated to my family, who have encouraged and unwaveringly supported me throughout the dissertation journey. Their sacrifices and encouragement inspired me to strive and persevere through all challenges. I am forever grateful for their immense support.
I also dedicate this study to my professors, mentors, and friends who stood by me, shared their profound knowledge and wisdom, and participated in my struggles and triumphs. This work would not have been possible without the collective support and the strength of those around me.
I am sincerely thankful to everyone who supported me in my journey to finish my research. INTEGRATION STRATEGIES DURING DIGITAL TRANSFORMATION vi
Acknowledgments
I want to begin by acknowledging the will of people who strongly supported, inspired, and worked with me to finish this dissertation. I reached this milestone only through their collective determination, support, encouragement, and faith in the power of education.
I am extremely grateful to my dissertation chair, Dr. Raymond Marbury, whose expertise, mentorship, and thoughtful feedback have helped shape this work. To my committee members, Dr. Rimi Zakaria and Dr. Ray Muhammad, thank you for your constructive reviews and guidance, which have significantly enhanced the quality of this research. I sincerely appreciate the time and effort you devoted to helping me succeed.
To my parents, Mr. S. S. Palaninathan and P. Ranjini, thank you for your sacrifices, love, and unwavering support. Your wisdom and guidance remain a source of strength and inspiration and are the foundation of everything I have achieved.
To my wife, Mrs. Vanisri Kanagaraj, your steadfast encouragement has been a constant light throughout this journey. To my incredible daughter, Miss Neya Ramsankar, thank you for your patience and understanding every time I prioritized this work.
To my colleagues, friends, and cohort members, your collaboration, camaraderie, and shared vision have made this journey more fulfilling and rewarding. Your advice, encouragement, and humor sustained me during the most challenging moments.
Finally, I thank everyone who supported me and participated in this journey.
INTEGRATION STRATEGIES DURING DIGITAL TRANSFORMATION vii
Table of Contents
Abstract ........................................................................................................................................... i
Dedication ...................................................................................................................................... v
Acknowledgments......................................................................................................................... vi
Table of Contents .......................................................................................................................... vii
List of Tables ................................................................................................................................ xi
List of Figures ............................................................................................................................... xii
Chapter 1: Introduction and Overview of the Management Problem ............................................. 1
Background and Overview .......................................................................................................... 2
Problem Statement and Significance of the Problem .................................................................. 5
Purpose of the Study ................................................................................................................... 7
Research Question ....................................................................................................................... 8
Rationale for the Study .............................................................................................................. 10
Chapter Summary ...................................................................................................................... 11
Organization of the Dissertation ............................................................................................... 12
Chapter 2: Scoping Literature Review and Theoretical Framework ............................................ 13
Theoretical Framework ............................................................................................................. 13
Resource-Based View Theory ............................................................................................... 13
Literature Landscape or Scoping Literature Review ................................................................. 17
History of DT ........................................................................................................................ 18
DT Beyond Just Technology ................................................................................................. 19
Complexity of Organizational Change Caused by DT .......................................................... 19
Fragmented Approaches to DT.............................................................................................. 21
DT’s Impact on Organizations .............................................................................................. 22
Organizational Culture During DT ........................................................................................ 23
Culture of Creativity and Adaptability in DT ........................................................................ 24
Strategic Alignment in DT .................................................................................................... 24
Importance of Effective Communication in DT .................................................................... 25
Managing Conflicts and Promoting Teamwork in DT .......................................................... 26
Financial and Workforce Impacts of DT ............................................................................... 27
Long-Term Competitive Advantages of DT ......................................................................... 28
Multifaceted Nature of M&A Strategy .................................................................................. 29
Importance of M&A Strategy in DT ..................................................................................... 30
Defining Integration Strategies .............................................................................................. 31
Frameworks for Digital Integration ....................................................................................... 33
Phases of M&A in the Context of Integration Strategies ...................................................... 34
Integration Strategies in M&As ............................................................................................. 36
Competitive Advantage and Innovation from Using M&As ................................................ 37
Role of M&A in Improving Dynamic Capabilities ............................................................... 38
Navigating Employee Emotions During M&A ..................................................................... 40
Performance and Integration Process of M&A ..................................................................... 41 INTEGRATION STRATEGIES DURING DIGITAL TRANSFORMATION viii
Conceptual Framework ............................................................................................................. 42
Gap in the Literature ................................................................................................................. 44
Chapter Summary ...................................................................................................................... 45
Chapter 3: Method ........................................................................................................................ 46
Review Design and Methodology ............................................................................................. 46
Evidence-Based Research Framework .................................................................................. 46
Systematic Reviews ............................................................................................................... 47
Systematic Review Process ................................................................................................... 47
Search Strategy ...................................................................................................................... 49
Inclusion and Exclusion Criteria ............................................................................................... 50
Method of Quality Appraisal of the Included Studies ........................................................... 50
Study Selection ...................................................................................................................... 52
PRISMA Diagram ................................................................................................................. 52
Data Extraction .......................................................................................................................... 53
Analysis and Synthesis Methodology ....................................................................................... 54
Coding Process .......................................................................................................................... 54
CERQual Method ...................................................................................................................... 55
Chapter Summary ...................................................................................................................... 56
Chapter 4: Analysis and Findings ................................................................................................. 58
Methodology ............................................................................................................................. 58
Search Strategy .......................................................................................................................... 59
Search String ............................................................................................................................. 59
One Search ............................................................................................................................. 60
JSTOR .................................................................................................................................. 60
Inclusion and Exclusion Criteria ............................................................................................... 61
Screening .................................................................................................................................. 61
PRISMA Flow Diagram ............................................................................................................ 61
Quality Appraisal ...................................................................................................................... 63
Description of the Dataset ......................................................................................................... 63
Coding ...................................................................................................................................... 69
First Cycle Coding ................................................................................................................. 70
Second Cycle Coding ............................................................................................................ 76
Third Cycle Coding ............................................................................................................... 77
Results and Discussion .............................................................................................................. 79
Result 1. Business Models Realignment: Integrate Digital Technologies to Realign Business Models, Focusing on Improving Organizational Agility to Build Dynamic Capabilities. ....................................................................................................................... 80
Result 2. Collaborative Change Management: Drive Organizational Transformation Through Effective Change Management and Ecosystem Collaboration ........................... 83
Result 3. Data-Driven Operational Synergy: Achieve Operational Efficiency and Synergy Through Data Convergence and Process Optimization ..................................................... 85
Result 4. Strategic Investments for Sustainable Growth: Promote Sustainable Growth Through Vertical Integration and Strategic Investments in Digital Technologies ............ 88
Result 5. Holistic ESG Integration: Integrate ESG and CSR Considerations into DT for Holistic Integration ............................................................................................................ 91 INTEGRATION STRATEGIES DURING DIGITAL TRANSFORMATION ix
Summary of Results .................................................................................................................. 95
CERQual Appraisal ................................................................................................................... 95
CERQual Rating for Finding 1 .............................................................................................. 97
CERQual Rating for Finding 2 .............................................................................................. 99
CERQual Rating for Finding 3 ............................................................................................ 101
CERQual Rating for Finding 4 ............................................................................................ 103
CERQual Rating for Finding 5 ............................................................................................ 105
Conceptual Model Revised ..................................................................................................... 107
Chapter Summary .................................................................................................................... 108
Chapter 5: Conclusions and Implications ................................................................................... 110
Review of the Research ........................................................................................................... 110
Answer to the Research Question ........................................................................................... 112
Recommendation 1: Implement Comprehensive Digital Integration Frameworks to Maximize Synergy in M&A ................................................................................................ 114
Key Areas for the Digital Integration Framework............................................................... 114
Potential Limitations to Recommendation 1 ....................................................................... 115
Implementation of Recommendation 1 ............................................................................... 115
Recommendation 2: Cultivate Dynamic Capabilities to Ensure Sustainable Growth in DT .. 116
Key Areas for Developing Dynamic Capabilities ............................................................... 116
Potential Limitations to Recommendation 2 ....................................................................... 117
Implementation of Recommendation 2 ............................................................................... 117
Recommendation 3: Integrate ESG Considerations into Digital M&A for Long-Term Value ................................................................................................................................... 118
Key Areas for ESG Integration ........................................................................................... 118
Potential Limitations to Recommendation 3 ....................................................................... 119
Implementation of Recommendation 3 ............................................................................... 119
Recommendation 4: Leverage Advanced Data Analytics to Improve Efficiency and Support Informed Decision Making in M&A ................................................................................... 120
Key Areas for Leveraging Data Analytics .......................................................................... 120
Potential Limitations to Recommendation 4 ....................................................................... 121
Implementation of Recommendation 4: .............................................................................. 121
Recommendation 5: Foster a Unified Organizational Culture to Strengthen Collaboration and Innovation ..................................................................................................................... 122
Key Areas for Promoting a Unified Culture ........................................................................ 122
Potential Limitations to Recommendation 5 ....................................................................... 123
Implementation of Recommendation 5 ............................................................................... 123
Recommendation 6: Implement Comprehensive Change Management Strategies to Facilitate Seamless Digital Integration in M&A ................................................................................. 124
Key Areas for Change Management ................................................................................... 124
Potential Limitations to Recommendation 6 ....................................................................... 125
Implementation of Recommendation 6 ..
The Language of Legendary Leaders: Exploratory Sequential Mixed Methods Study on Narrating Effective Performance
No full textThis research examines how leadership storytelling impacts organizational performance, specifically profit and revenue. Utilizing an exploratory sequential mixed-method design, the methodology included a systematic review of the literature with a thematic analysis, a content and correlation analysis, and multiple linear regression for hypothesis testing. The qualitative and quantitative methodology results were then integrated to answer the research questions. The systematic review is rooted in communication theories, particularly the narrative paradigm theory (NPT). The thematic analysis identifies two distinct trajectories in organizational performance pre- and post-leadership speeches, thus confirming the impact of narrative strategies on measurable results. The NAFRA served as a typology to identify and classify leadership speeches and narrative types and functions confirmed by the systematic review results. Narrative types focus on stylistic and thematic features, while narrative functions reveal the narrative's strategic intentions and expected effects. The study highlights a literature gap regarding leadership storytelling's financial implications, suggesting future research directions. Subsequent quantitative analysis of speeches demonstrates that including elements defined by NAFRA correlates with improved organizational performance, profitability, and revenue. These results provide empirical support for the utility of NAFRA in decoding leadership narratives and their influence on stakeholder decisions pertinent to strategy execution. The study underscores the significance of varied interpretations of narratives in contemporary organizational settings, with implications for practice.LEGENDARY LEADERS: NARRATING EFFECTIVE PERFORMANCE i
ABSTRACT
Title of Dissertation:
THE LANGUAGE OF LEGENDARY LEADERS: EXPLORATORY SEQUENTIAL MIXED METHODS STUDY ON NARRATING EFFECTIVE PERFORMANCE
Monika Ingwelda Cooper,
Doctor of Business Administration, 2024
This research examines how leadership storytelling impacts organizational performance, specifically profit and revenue. Utilizing an exploratory sequential mixed-method design, the methodology included a systematic review of the literature with a thematic analysis, a content and correlation analysis, and multiple linear regression for hypothesis testing. The qualitative and quantitative methodology results were then integrated to answer the research questions. The systematic review is rooted in communication theories, particularly the narrative paradigm theory (NPT). The thematic analysis identifies two distinct trajectories in organizational performance pre- and post-leadership speeches, thus confirming the impact of narrative strategies on measurable results. The NAFRA served as a typology to identify and classify leadership speeches and narrative types and functions confirmed by the systematic review results. Narrative types focus on stylistic and thematic features, while narrative functions reveal the narrative's strategic intentions and expected effects. The study highlights a literature gap regarding leadership storytelling's financial implications, suggesting future research directions. Subsequent quantitative analysis of speeches demonstrates that including elements defined by NAFRA LEGENDARY LEADERS: NARRATING EFFECTIVE PERFORMANCE ii
correlates with improved organizational performance, profitability, and revenue. These results provide empirical support for the utility of NAFRA in decoding leadership narratives and their influence on stakeholder decisions pertinent to strategy execution. The study underscores the significance of varied interpretations of narratives in contemporary organizational settings, with implications for practice.
Keywords: narratives, storytelling, leadership, organization, performance, lifeworlds, organizational changeLEGENDARY LEADERS: NARRATING EFFECTIVE PERFORMANCE iii
BREAK
LEGENDARY LEADERS: NARRATING EFFECTIVE PERFORMANCE iv
BLANK INTENTIONAL
LEGENDARY LEADERS: NARRATING EFFECTIVE PERFORMANCE v
LANGUAGE OF LEGENDARY LEADERS: EXPLORATORY SEQUENTIAL MIXED METHODS STUDY ON NARRATING HIGHLY SUCCESSFUL ORGANIZATIONS
By
Monika I. Cooper
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2024
Dissertation Committee:
Dr. Antony Sterns, Chair
Dr. Ray Muhammad, Co-Chair
Dr. Deborah Wharff, Co-Chair
Date of Defense: 03/07/2024 LEGENDARY LEADERS: NARRATING EFFECTIVE PERFORMANCE vi
© Copyright by
Monika I. Cooper
2024
LEGENDARY LEADERS: NARRATING EFFECTIVE PERFORMANCE vii
Preface
Who are we? Where do we come from? Every culture has a creation story. Through storytelling, we acknowledge our existence and share our lived experiences. Stories and narratives are what connect us and shape our reality. It is true for us in our individual lifeworlds, and it is true in the lifeworlds of organizations. This study investigates how narrative type and narrative function (NAFRA) contribute to using the persuasive power of storytelling to effect organizational performance. It examines the essence of leadership communication within contemporary, highly successful organizations.
The journey began with a central question, are legendary leaders made or born, and is part of their power and influence their ability to wield the power of narratives effectively? While ultimately not the research questions, it set the stage for this study as a challenge to the status quo, seeking to understand the power of narrative in the corporate world. Under Dr. Anthony Sterns, Dr. Ray Muhammad, and Dr. Deborah Wharff's guidance, I navigated the complexities of leadership storytelling and narratives, evaluated in terms of profit and revenue, aiming to bridge a significant gap in the existing body of knowledge.
The research, grounded in Fisher's narrative paradigm theory and the concept of Habermas’s lifeworlds, investigates leaders' strategic use of storytelling. It scrutinizes how narratives, embedded within leadership communication, influence organizational culture and performance metrics. The exploration adopts a mixed-methods approach to capture the multidimensional nature of leadership communication. It relies on the works of Boje, Brown, Denning, and Weick, drawing insights from a systematic review of literature and empirical data analysis, thereby offering a holistic view into the strategic value of storytelling and narratives. LEGENDARY LEADERS: NARRATING EFFECTIVE PERFORMANCE viii
This preface is an invitation to join this exploration in search of answers, but it also questions the core foundations of organizational leadership and performance. It is a journey that transcends the traditional confines of academic research, aiming to shine a light on the transformative power of storytelling in shaping the future of organizations. Let us begin with a story from antiquity rumored to have shaped business leaders since immemorial.
––Monika I. Cooper
The North Wind & the Sun
The North Wind and the Sun had a quarrel about which of them was the stronger. While they were disputing with much heat and bluster, a Traveler passed along the road wrapped in a cloak.
"Let us agree," said the Sun, "that he is the stronger who can strip that Traveler of his cloak."
"Very well," growled the North Wind, and at once sent a cold, howling blast against the Traveler.
With the first gust of wind the ends of the cloak whipped about the Traveler's body. But he immediately wrapped it closely around him, and the harder the Wind blew, the tighter he held it to him. The North Wind tore angrily at the cloak, but all his efforts were in vain.
Then the Sun began to shine. At first his beams were gentle, and in the pleasant warmth after the bitter cold of the North Wind, the Traveler unfastened his cloak and let it hang loosely from his shoulders. The Sun's rays grew warmer and warmer. The man took off his cap and mopped his brow. At last, he became so heated that he pulled off his cloak, and, to escape the blazing sunshine, threw himself down in the welcome shade of a tree by the roadside.
Gentleness and kind persuasion win where force and bluster fail.
Aesop, 570 BCE
LEGENDARY LEADERS: NARRATING EFFECTIVE PERFORMANCE ix
Dedication
This manuscript is dedicated to those who believe in the power of stories to change the world. To my family, the Cooper Clan, my beautiful nephews, nieces, and loving friends, for their unwavering support and belief in my journey. A heartfelt thank you, Herr Wolfgang Kempf, and Ms. Rita Cooper. To my Indigenous ancestors and the Gullah Geechee, who blend African traditions in our storytelling to preserve culture and history, teach lessons, and entertain. To my parents, Harley Anthony Cooper † and Catherine Angela Cooper † (née Binyard), for guiding me with their wisdom, love, strength, and patience, and to the leaders who dare to narrate their vision, fostering cultures of innovation, resilience, and excellence.
For my children, Erianna Monique Blackmer Barnett
and
Liam Martin Cooper-Krueger
LEGENDARY LEADERS: NARRATING EFFECTIVE PERFORMANCE x
Acknowledgements
I extend my deepest gratitude to Dr. Anthony Sterns, Dr. Ray Muhammad, and Dr. Deborah Wharff, whose expertise, encouragement, and critical insights have been instrumental in the fruition of this research. My appreciation also goes to my peers and colleagues for their valuable feedback, the participating organizations for their openness and cooperation, and to my family and friends for their endless support and patience throughout this academic endeavor. A very special thank you to Herr Sven Kietz that allowed me countless hours discussing theoretical concepts from the meaning of life to the human consciousness and the impact of narratives.
Special acknowledgment is due to Dr. Tommi Auvinen, whose guidance and wisdom significantly enriched this work. His contributions have been invaluable, shaping the depth and breadth of this research.
Though I never had the privilege of meeting Dr. Dennis Winters, his pioneering work in narrative studies, especially his early research circa 1968 analyzing Rev. Jesse Jackson's speeches, has laid a formidable foundation for scholars in the field. Dr. Winters was a visionary whose insights into the power of narrative predate and presage much of the contemporary interest in storytelling's role within leadership and organizational contexts. His legacy was brought closer to me through the extraordinary editing and shared knowledge of Mrs. Michelle Lefurge, his wife, which has profoundly influenced this dissertation. Mrs. Lefurge's dedication and expertise honed this manuscript's clarity and impact and was a poignant bridge to Dr. Winters' groundbreaking work. Their combined influence is a beacon that has guided the final days of this journey.
This work is a testament to the collective effort and spirit of all who have participated in this journey. LEGENDARY LEADERS: NARRATING EFFECTIVE PERFORMANCE xi
Table of Contents
Preface.......................................................................................................................................... vii
Dedication ..................................................................................................................................... ix
Acknowledgements ......................................................................................................................... x
List of Tables ............................................................................................................................... xx
List of Figures ............................................................................................................................ xxiv
List of Abbreviations ................................................................................................................. xxvi
Chapter 1: Introduction and Overview of the Management Problem ........................................... 27
Organization of Chapter 1 ....................................................................................................... 28
Narratives and Narrativity....................................................................................................... 29
Storytelling .............................................................................................................................. 30
Narrative Framework (NAFRA) ............................................................................................. 32
Narrative Type and Narrative Function ............................................................................ 32
Background and Context to Leadership Narratives ................................................................ 33
Lifeworlds ......................................................................................................................... 35
Leadership, Communication, and Organizational Change ............................................... 38
Strategic Change and Organizational Change in Strategy Implementation ...................... 40
Theoretical Framework ........................................................................................................... 42
Narratives: Other Considerations ...................................................................................... 44
Initial Conceptual Model ........................................................................................................ 45
Problem Statement .................................................................................................................. 48
Sustains Competitive Advantage ...................................................................................... 49
Enables Effective Communication ................................................................................... 50 LEGENDARY LEADERS: NARRATING EFFECTIVE PERFORMANCE xii
Builds Organizational Culture .......................................................................................... 50
Purpose of the Study ............................................................................................................... 51
Research Questions and Hypotheses ...................................................................................... 52
Rationale for the Study ........................................................................................................... 55
Significance of the Study ........................................................................................................ 55
Study Design and Research Approach .................................................................................... 57
Limitations .............................................................................................................................. 59
Definitions of Terms and Key Concepts ................................................................................. 61
Organization of the Dissertation ............................................................................................. 63
Chapter Summary ................................................................................................................... 64
Chapter 2: Literature Review and Theoretical Framework .......................................................... 67
Chapter Organization .............................................................................................................. 68
Sensemaking and Sensegiving ................................................................................................ 69
Narratives ............................................................................................................................... 70
Narrative Type .................................................................................................................. 71
Narrative Function ............................................................................................................ 71
NAFRA: The Integration of Narrative Types and Functions ........................................... 72
Narrative Concepts: Ante Narratives and Counter Narratives .......................................... 75
Narrativity ......................................................................................................................... 76
Storytelling .............................................................................................................................. 77
Lifeworlds and Storytelling .............................................................................................. 78
Storytelling in Organizations ............................................................................................ 81
Impact of Technology on Narratives and Storytelling ...................................................... 81 LEGENDARY LEADERS: NARRATING EFFECTIVE PERFORMANCE xiii
Leadership and Storytelling .................................................................................................... 82
The Leadership Role ......................................................................................................... 84
Storytelling as a Leadership Communitive Tool .............................................................. 85
Stakeholder Engagement and Buy-in................................................................................ 88
Strategic Storytelling .............................................................................................................. 89
Identified Gap in the Literature............................................................................................... 91
Theoretical Framework ........................................................................................................... 92
Narrative Paradigm Theory............................................................................................... 93
Initial Conceptual Model ........................................................................................................ 95
Helical Communication Model ......................................................................................... 96
Human-Computer Interaction (HCI)................................................................................. 98
Path Goal Theory ............................................................................................................ 100
Explanation of Conceptual Model .................................................................................. 101
Chapter Summary ................................................................................................................. 102
Chapter 3: Research Design and Methodology .......................................................................... 104
Research Paradigm................................................................................................................ 104
Research Methodology ......................................................................................................... 105
Research Design.................................................................................................................... 106
Overview of Qualitative Study Phase I: The Systematic Review................................... 108
Overview of Quantitative Study Phase II: The Statistical Analyses ............................... 108
Overview of Mixed Methods Merger Phase III: Merging and Integrating ..................... 110
Overarching Research Question for the Mixed Methods Study ........................................... 111
Development of the A Priori Codebook ............................................................................... 112 LEGENDARY LEADERS: NARRATING EFFECTIVE PERFORMANCE xiv
Phase I: Qualitative Systematic Review ............................................................................... 112
Formation of the Research Questions ............................................................................. 113
Data Collection ............................................................................................................... 117
Critical Appraisal ............................................................................................................ 122
Data Extraction ............................................................................................................... 124
Data Analysis and Synthesis ........................................................................................... 125
Thematic Analyses and Synthesis ................................................................................... 128
Subject Matter Experts (SME) ........................................................................................ 129
Phase II: Quantitative Statistical Analyses and Hypothesis Testing .................................... 131
Sample Population of the Quantitative Study Phase II ................................................... 131
CEO Leadership Financial Data ..................................................................................... 136
Research Question for the Quantitative Phase II (a) Content Analysis .......................... 137
Content Analysis Methodology ...................................................................................... 138
Hypotheses ...................................................................................................................... 139
Statistical Techniques ..................................................................................................... 140
NAFRA: The Test Instrument ........................................................................................ 143
Application of the NAFRA ....................
Making the Right Decision in Facility Management and Facility Operations with the Best Analysis: a Systematic Review of Artificial Intelligence in Facility Management
No full textOrganizations in the United States have been collectively losing billions of dollars each year by
not correctly controlling their building operations. With skyrocketing energy costs increasing,
growing public emphasis on organizations’ environmental impacts, and labor costs increasing,
the impact of improper control of buildings on organizations’ long-term sustainability has
become enormous. This systematic review took into consideration peer-reviewed scholarly
articles published between 2018 and 2023 on the use of artificial intelligence (AI) in U.S. facility
operations to improve energy management while satisfying occupant comfort. The adaptive
structuration theory formed the lens for the analysis and interpretation of scholarly literature and
potential enhancements. Analysis of the 31 peer-reviewed articles selected led to the
development of four themes, four findings, and two recommendations for management. The
most significant finding was that AI, once implemented, provides data analysis and prediction to
improve facility professionals’ and other stakeholders’ decision-making. An unanticipated discovery was that many studies have involved using AI to evaluate and address the large number of variables affecting occupant comfort. This unanticipated discovery provides a
significant opportunity for future research.MAKING THE RIGHT DECISION WITH THE BEST ANALYSIS i
ABSTRACT
Title of Dissertation: MAKING THE RIGHT DECISION IN
FACILITY MANAGEMENT AND FACILITY
OPERATIONS WITH THE BEST ANALYSIS:
A SYSTEMATIC REVIEW OF ARTIFICIAL
INTELLIGENCE IN FACILITY MANAGEMENT
Anthony Darrell Scaife,
Doctor of Business Administration, 2024
Organizations in the United States have been collectively losing billions of dollars each year by
not correctly controlling their building operations. With skyrocketing energy costs increasing,
growing public emphasis on organizations’ environmental impacts, and labor costs increasing,
the impact of improper control of buildings on organizations’ long-term sustainability has
become enormous. This systematic review took into consideration peer-reviewed scholarly
articles published between 2018 and 2023 on the use of artificial intelligence (AI) in U.S. facility
operations to improve energy management while satisfying occupant comfort. The adaptive
structuration theory formed the lens for the analysis and interpretation of scholarly literature and
potential enhancements. Analysis of the 31 peer-reviewed articles selected led to the
development of four themes, four findings, and two recommendations for management. The
most significant finding was that AI, once implemented, provides data analysis and prediction to
improve facility professionals’ and other stakeholders’ decision-making. An unanticipated
MAKING THE RIGHT DECISION WITH THE BEST ANALYSIS ii
discovery was that many studies have involved using AI to evaluate and address the large
number of variables affecting occupant comfort. This unanticipated discovery provides a
significant opportunity for future research.
Keywords: occupant comfort, operations and maintenance, energy management, artificial
intelligence, adaptive structuration theory
MAKING THE RIGHT DECISION WITH THE BEST ANALYSIS iii
MAKING THE RIGHT DECISION WITH THE BEST ANALYSIS iv
MAKING THE RIGHT DECISION IN FACILITY MANAGEMENT AND FACILITY
OPERATIONS WITH THE BEST ANALYSIS: A SYSTEMATIC REVIEW OF
ARTIFICIAL INTELLIGENCE IN FACILITY MANAGEMENT
By
Anthony Darrell Scaife
Dr. Monica Sava, Chair
Dr. Jan Tucker, Committee
Dr. Brandon Schweitzer, Committee
Oral Defense: 6/5/2024
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
Of the requirements for the degree of
Doctor of Business Administration
2024
MAKING THE RIGHT DECISION WITH THE BEST ANALYSIS v
© Copyright by
Anthony Darrell Scaife
2024
MAKING THE RIGHT DECISION WITH THE BEST ANALYSIS vi
Dedication
This dissertation is a testament to the unwavering support and love of my family.
Their presence has been a constant source of strength, propelling me forward in every journey,
opportunity, and endeavor. I am deeply grateful for every one of them.
MAKING THE RIGHT DECISION WITH THE BEST ANALYSIS vii
Acknowledgments
First and foremost, I thank my lord and Savior, Jesus Christ, for the opportunity,
guidance, wisdom, and passion to step into and complete this journey. You are my rock, my solid
foundation that keeps me stable during good and rough times. Thank you, AMEN!
Dr. Monica Sava, your role as my dissertation chair, mentor, and the beacon of hope on
the top of the dissertation mountain was pivotal. Without your guidance, I would still be lost in
the wormhole of Chapter 1. Your wisdom and support were invaluable in keeping me on track.
Thank you. Dr. Tacy Holliday, your guidance and critical review were instrumental in shaping
this dissertation. The way you conceptualized the explanation of how to portray the literature
review left a lasting impression on me that will extend beyond this dissertation.
Dr. Jan Tucker and Dr. Brandon Schweitzer, thank you for your wisdom and critical
reviews, which helped me overcome the final cliff. The reviews during the development of this
dissertation ensured that I covered the entire scope needed to complete the journey.
To the UMGC School of Business staff, thank you for providing guidance and
background support. To the UMGC librarian, Cynthia Thomes, thank you for your wisdom,
guidance, and support. When called upon, you were very responsive and provided the necessary
guidance to put me on the right track.
My subject matter experts, Dr. Jay Phipps, Mr. Ebrahim Mohamed, and Mr. Kevin Camp.
Your input and knowledge of the scope and argument helped me keep the dissertation on track
and practical and made it a benefit to the profession. Thanks for being a part of the product and
providing the on-hand knowledge to keep it practical.
To my wife, you have been with me for almost 40 years and have been by my side,
providing what I needed during every challenge, good or bad. Love you always!
MAKING THE RIGHT DECISION WITH THE BEST ANALYSIS viii
To my cohort, study group, and those who engaged in one-on-one conversations, thank
you! Our collective efforts and shared insights were instrumental in reaching this milestone. We
did it together.
MAKING THE RIGHT DECISION WITH THE BEST ANALYSIS ix
Table of Contents
ABSTRACT .................................................................................................................................... i
Dedication ..................................................................................................................................... vi
Acknowledgments........................................................................................................................ vii
List of Tables ............................................................................................................................... xii
List of Figures .............................................................................................................................. xiii
Chapter 1: Introduction and Overview of the Management Problem ............................................. 1
Problem Statement ...................................................................................................................... 4
Purpose of the Study ................................................................................................................... 5
Research Question ....................................................................................................................... 7
Rationale for the Study ................................................................................................................ 8
Definitions and Terminology ...................................................................................................... 8
Organization of the Dissertation ............................................................................................... 10
Chapter Summary ...................................................................................................................... 11
Chapter 2: Scoping Literature Review and Theoretical Framework ............................................ 12
Theoretical Framework ............................................................................................................. 13
Structures and Boundaries ..................................................................................................... 14
Systems and Appropriation ................................................................................................... 17
Emergent Sources of Structure and Outcomes ...................................................................... 17
Other Theories ....................................................................................................................... 18
Office Buildings and Internal Workspaces ............................................................................... 19
Building Life Cycle ................................................................................................................... 20
Facility Professionals ................................................................................................................ 20
Occupant Comfort ..................................................................................................................... 22
Energy Management and Consumption .................................................................................... 23
Why Leaders Should Be Concerned with Occupant Comfort .................................................. 24
Employee Retention .............................................................................................................. 25
Attracting Potential Employees ............................................................................................. 25
Task Performance .................................................................................................................. 26
Facility Professional Decision-Making Frameworks ................................................................ 26
MCDM ................................................................................................................................. 27
Facility Decision-Making Process ......................................................................................... 28
Relationship to This Study .................................................................................................... 28
Challenges Identified in the Literature ...................................................................................... 28
Data Security ......................................................................................................................... 29
Data Quality ........................................................................................................................... 29
Cost ....................................................................................................................................... 30
Conceptual Framework ............................................................................................................. 30
Chapter Summary ...................................................................................................................... 33
Chapter 3: Methodology ............................................................................................................... 34
MAKING THE RIGHT DECISION WITH THE BEST ANALYSIS x
Evidence-Based Method and Systematic Reviews ................................................................... 34
Challenges to Systematic Reviews ............................................................................................ 35
Review Initiation ....................................................................................................................... 36
Subject Matter Experts .............................................................................................................. 37
Review Approach ...................................................................................................................... 38
Research Question ..................................................................................................................... 38
Search Strategy .......................................................................................................................... 39
Search String ......................................................................................................................... 39
Screening and Selecting Studies ............................................................................................ 40
Inclusion Criteria. .............................................................................................................. 40
Exclusion Criteria. ............................................................................................................. 41
Study Selection .......................................................................................................................... 41
Quality Appraisal ...................................................................................................................... 42
Description of Data Set and Critical Appraisal ......................................................................... 43
Coding ...................................................................................................................................... 45
First Cycle of Coding ............................................................................................................ 47
Second Cycle of Coding ........................................................................................................ 47
Categories to Themes ............................................................................................................ 48
Confidence in the Evidence from Reviews of Qualitative Research ........................................ 48
Chapter Summary ...................................................................................................................... 50
Chapter 4: Analysis and Findings ................................................................................................. 51
Summation of Subject Matter Experts ...................................................................................... 51
Search Strategy .......................................................................................................................... 52
Search Strings ........................................................................................................................ 53
Databases Searched ............................................................................................................... 54
Inclusion and Exclusion Criteria ........................................................................................... 57
Study Selection .......................................................................................................................... 57
Quality Appraisal ...................................................................................................................... 58
Description of the Data Set ....................................................................................................... 61
Coding ...................................................................................................................................... 65
First Cycle of Coding ............................................................................................................ 66
Second Cycle of Coding ........................................................................................................ 69
Categories to Themes ............................................................................................................ 73
Findings .................................................................................................................................... 78
Finding 1 ............................................................................................................................... 78
Finding 2 ............................................................................................................................... 79
Finding 3 ............................................................................................................................... 80
Finding 4 ............................................................................................................................... 81
Unanticipated Discoveries ..................................................................................................... 82
Discussion of Findings and the AST ......................................................................................... 83
Structural Features ................................................................................................................. 84
Social Interaction ................................................................................................................... 85
Outcome ............................................................................................................................... 85
Use of AI in Relation to Occupant Comfort and Energy Management .................................... 86
Conceptual Model Revised ....................................................................................................... 88
Chapter Summary ...................................................................................................................... 89
MAKING THE RIGHT DECISION WITH THE BEST ANALYSIS xi
Chapter 5: Implications, Recommendations, and Conclusion ...................................................... 91
Summary of the Research ......................................................................................................... 91
Answering the Research Question ......................................................................................... 92
Findings and Their Implications for Management ................................................................ 93
Finding 1. ........................................................................................................................... 93
Finding 2. ........................................................................................................................... 95
Finding 3. ........................................................................................................................... 97
Finding 4. ........................................................................................................................... 98
Conservation of Energy. .................................................................................................... 99
Control of Interior Facility Environment. ........................................................................ 100
Recommendations for Management........................................................................................ 100
Implement a Strategy or Update Current Strategic Efforts to Use Data to Examine
the Whole Environment for Occupancy-Related Facility Problems ................................... 101
Document, Research, and Understand the Organization’s Barriers to Implementing
AI for Decision Making ....................................................................................................... 103
Historical Assumptions. ................................................................................................... 103
Cultural Assumption. ....................................................................................................... 103
Data Security. ................................................................................................................... 104
Start Somewhere to Transition to AI ................................................................................... 105
Become an Active Participant in Implementation of AI ..................................................... 106
Evaluate Current Data Practices. ..................................................................................... 106
Seek and Attend Conferences and Seminars. .................................................................. 107
Contributions to Scholarship and Practice .............................................................................. 108
Areas for Future Research ....................................................................................................... 109
Limitations .............................................................................................................................. 110
Final Summary and Conclusion .............................................................................................. 111
References .................................................................................................................................. 114
Appendix A ................................................................................................................................ 134
Appendix B ................................................................................................................................ 136
Appendix C ................................................................................................................................ 143
Appendix D ................................................................................................................................ 158
Appendix E ....................
Business Strategies for Long-Term Financial Viability of Private Post-Secondary Education Institutions Amid Declining Enrollment, Escalating Cost of Education, And Uncertainty in Funding: a Systematic Review
No full textPrivate post-secondary education institutions (private PSEIs) face significant financial challenges
due to declining enrollments, rising educational costs, and uncertain funding landscapes. Some
private PSEIs lack effective strategies to navigate the dynamic environment of the postsecondary education sector, leading to closures, thus undermining their educational mission and
preparation of students for the labor market. These closures adversely impact students, families,
faculty, staff, neighboring businesses, and real estate values. To mitigate these effects, private
PSEIs need strategies to increase enrollment, reduce educational costs, and increase revenue in a volatile environment in order to enhance their long-term financial viability. This systematic
review synthesizes findings from 44 peer-reviewed articles from the post-secondary education
context to delineate business strategies that fortify private PSEIs' long-term financial viability.
Leveraging dynamic capabilities theory (DC) and delta model (DM), this study examines how
private PSEIs can adapt to and capitalize on changing market conditions. Key strategies include
robust financial management, program diversification, technological innovation, and stakeholder
engagement. The DC provides a framework for private PSEIs to sense opportunities and threats,
seize new prospects, and reconfigure resources. Concurrently, the DM emphasizes strategies
such as best product, total customer solution, and system lock-in. Findings indicate that
successful institutions exhibit dynamic capabilities, enabling them to remain financially viable in
volatile environments. These institutions can detect market shifts, seize emerging opportunities,
reallocate resources to sustain robust programs and high-quality student experiences, and foster
stakeholder collaboration for financial viability. Practical recommendations for private PSEI
executives emphasize student focus, innovation, and collaboration. By embracing these
strategies, private PSEIs can mitigate financial challenges and bolster long-term viability. This
dissertation contributes to the broader discourse on educational sustainability, offering insights
for policymakers and academic leaders to enhance private post-secondary institutions' financial
health and longevity.FINANCIAL VIABILITY OF PRIVATE POST-SECONDARY EDUCATION
INSTITUTIONS
i
ABSTRACT
Title of Dissertation: BUSINESS STRATEGIES FOR LONG-TERM
FINANCIAL VIABILITY OF PRIVATE POST-SECONDARY
EDUCATION INSTITUTIONS
AMID DECLINING ENROLLMENT,
ESCALATING COST OF EDUCATION, AND
UNCERTAINTY IN FUNDING: A
SYSTEMATIC REVIEW
Lucy Manyara
Doctor of Business Administration, 2024
Private post-secondary education institutions (private PSEIs) face significant financial challenges
due to declining enrollments, rising educational costs, and uncertain funding landscapes. Some
private PSEIs lack effective strategies to navigate the dynamic environment of the post-secondary
education sector, leading to closures, thus undermining their educational mission and
preparation of students for the labor market. These closures adversely impact students, families,
faculty, staff, neighboring businesses, and real estate values. To mitigate these effects, private
PSEIs need strategies to increase enrollment, reduce educational costs, and increase revenue in a
FINANCIAL VIABILITY PRIVATE POST-SECONDARY EDUCATION INSTITUTIONS
ii
volatile environment in order to enhance their long-term financial viability. This systematic
review synthesizes findings from 44 peer-reviewed articles from the post-secondary education
context to delineate business strategies that fortify private PSEIs' long-term financial viability.
Leveraging dynamic capabilities theory (DC) and delta model (DM), this study examines how
private PSEIs can adapt to and capitalize on changing market conditions. Key strategies include
robust financial management, program diversification, technological innovation, and stakeholder
engagement. The DC provides a framework for private PSEIs to sense opportunities and threats,
seize new prospects, and reconfigure resources. Concurrently, the DM emphasizes strategies
such as best product, total customer solution, and system lock-in. Findings indicate that
successful institutions exhibit dynamic capabilities, enabling them to remain financially viable in
volatile environments. These institutions can detect market shifts, seize emerging opportunities,
reallocate resources to sustain robust programs and high-quality student experiences, and foster
stakeholder collaboration for financial viability. Practical recommendations for private PSEI
executives emphasize student focus, innovation, and collaboration. By embracing these
strategies, private PSEIs can mitigate financial challenges and bolster long-term viability. This
dissertation contributes to the broader discourse on educational sustainability, offering insights
for policymakers and academic leaders to enhance private post-secondary institutions' financial
health and longevity.
Keywords: Private post-secondary education institutions, delta model and dynamic
capabilities, strategies, viability, enrollment, education cost, uncertainty in funding
FINANCIAL VIABILITY PRIVATE POST-SECONDARY EDUCATION INSTITUTIONS
iii
BUSINESS STRATEGIES FOR THE LONG-TERM FINANCIAL VIABILITY OF PRIVATE
POST-SECONDARY INSTITUTIONS: A SYSTEMATIC REVIEW
By
Lucy W. Manyara
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2024
Dr. Raymond Marbury, Committee Chair
Dr. Rimi Zakaria
Dr. Ray Muhammad
FINANCIAL VIABILITY PRIVATE POST-SECONDARY EDUCATION INSTITUTIONS
iv
© Copyright by
Lucy W. Manyara
2024
FINANCIAL VIABILITY PRIVATE POST-SECONDARY EDUCATION INSTITUTIONS
v
Dedication
To the Great Divine. To my late father, Stephen Gachoki Manyara, and grandmother,
Eunice Wanene Manyara, whose wishes inspired my hunger for education. To my mother,
Raphaella Wangigi Gachoki, and my dad, Francis Gichobi Manyara, whose sacrifices are
insurmountable. To the Rufus Manyara and Akile Mugo families, who came together to set me
on the path to academic success.
FINANCIAL VIABILITY PRIVATE POST-SECONDARY EDUCATION INSTITUTIONS
vi
Acknowledgements
To my sons, Prince-Steven Munene Nyaga and Frankie Murimi Nyaga, thank you for
inspiring and encouraging me throughout this program. Your care packages filled me with love
and comfort.
To my sister, Eunice Manyara, thank you for creating a path for me to come and study in
the United States of America. You anchored my life and are my hero. My nephews, your love
and smiles energize my soul.
To my brother, Samuel Muciri Gachoki, thank you for setting an example of strong will;
your courage nudges me to greatness.
I want to acknowledge Dr. Sharon Oliver-Whitehurst, who identified the University of
Maryland Global Campus (UMGC) Doctor of Business Administration as an ideal, and Dr. Envia
Malone, Dr. Ernes Brevard Jr., Dr. Farin Kamangar, and Ms. Debora Flavin, who have supported
me from the beginning of the program. Thank you, Dr. Hongtao Yu, Edet Isuk, Dr. Gaston
N'guerekata, and Dr. Tracy Allotey for your great letters of recommendation.
I acknowledge my Morgan State University family for financial and professional support.
I must also thank my academic team. My dissertation advisor, Dr. Raymond Marbury; my
Second Reader, Dr. Rimi Zakaria; and my Third Reader, Dr. Ray Muhammad, for their insightful
guidance.
My subject matter experts, whose invaluable insights made the dissertation practical.
Finally, I thank my dissertation cohort members for their encouragement and support.
Thank you to the University of Maryland Global Campus for the opportunity to achieve
this doctorate and for designing an excellent Doctor of Business Administration program.
FINANCIAL VIABILITY PRIVATE POST-SECONDARY EDUCATION INSTITUTIONS
vii
Table of Contents
Abstract ........................................................................................................................................... i
Dedication ...................................................................................................................................... v
Acknowledgements ........................................................................................................................ vi
List of Tables ................................................................................................................................ xii
List of Figures .............................................................................................................................. xiii
List of Abbreviations and Definitions ........................................................................................... xv
Chapter 1: Introduction and Overview of the Management Problem ............................................. 1
Background and Overview .......................................................................................................... 2
Causes for Private PSEIs’ Closures and Mergers .................................................................... 4
Problem Statement and Significance of the Problem .................................................................. 4
Purpose of the Study and The Research Question ....................................................................... 6
Rationale for the Study or Significance of the Study .................................................................. 7
Discussion Common Terms ..................................................................................................... 7
Validity of Post-Secondary Education ................................................................................... 11
Education Mission ................................................................................................................. 12
Philanthropic Mission ............................................................................................................ 12
Profit/Surplus ......................................................................................................................... 13
Chapter Summary ...................................................................................................................... 13
Organization of the Dissertation ................................................................................................ 14
Chapter 2: Scoping Literature Review and Theoretical Frame ..................................................... 15
Theoretical Framework .............................................................................................................. 15
Dynamic Capabilities Theory (DC) ....................................................................................... 17
FINANCIAL VIABILITY PRIVATE POST-SECONDARY EDUCATION INSTITUTIONS
viii
The Delta Model (DM) .......................................................................................................... 20
Comparison of DC Theory and the Delta Model, Use and Suitability .................................. 22
Application of Delta Model to Private PSEIs ........................................................................ 25
Literature Review ...................................................................................................................... 26
History of Private PSEI .......................................................................................................... 26
Private PSEIs in the United States ......................................................................................... 28
Private PSEIs in Europe ......................................................................................................... 30
Factors Impacting Access to Post-Secondary Education ....................................................... 34
Global Trends in Private Post-Secondary Education ............................................................. 38
Operating Budgets: Revenue Generation and Cost Management ......................................... 45
Key Concepts for Study ............................................................................................................. 50
Enrollment ............................................................................................................................. 50
Cost of Education ................................................................................................................... 52
Education Cost and the Education Mission ........................................................................... 57
Conceptual Framework .............................................................................................................. 58
Chapter Summary ...................................................................................................................... 59
Chapter 3: Method ......................................................................................................................... 60
Review Design and Methodology ............................................................................................. 60
The Evidence-Based Research Framework ........................................................................... 61
Systematic Reviews ............................................................................................................... 64
Search Initiation ......................................................................................................................... 67
Research Question and Methodology .................................................................................... 67
Search Strategy ...................................................................................................................... 70
FINANCIAL VIABILITY PRIVATE POST-SECONDARY EDUCATION INSTITUTIONS
ix
Search Process and Terms ..................................................................................................... 71
Inclusion and Exclusion Criteria ............................................................................................ 72
Search Results ........................................................................................................................ 75
PRISMA diagram: Search results .......................................................................................... 76
Method of Quality Appraisal of the Included Studies ............................................................... 78
Analysis and Synthesis Methodology ........................................................................................ 79
Data Extraction ...................................................................................................................... 79
Method of Synthesis .............................................................................................................. 80
Coding Software .................................................................................................................... 81
CERQual Test of Confidence .................................................................................................... 84
Subject Matter Experts .............................................................................................................. 85
Chapter Summary ...................................................................................................................... 86
Chapter 4: Analysis and Findings ................................................................................................. 88
Review of the Research Question .............................................................................................. 88
Description of the Dataset ......................................................................................................... 89
Screening ............................................................................................................................... 90
Results of Coding ................................................................................................................... 93
Open Coding .......................................................................................................................... 95
Axial Coding .......................................................................................................................... 97
Results of the Quality Appraisal .............................................................................................. 101
Subject Matter Experts (SMEs) ........................................................................................... 103
Grade CERQual. .................................................................................................................. 105
Findings and Discussion .......................................................................................................... 110
FINANCIAL VIABILITY PRIVATE POST-SECONDARY EDUCATION INSTITUTIONS
x
Finding 1. High-Demand Programs and Innovative Pedagogy ........................................... 113
Finding 2. Cost Management Strategies Improve Institutional Financial Viability ............ 117
Finding 3. Revenue Generation Strategies Improve Institutional Financial Viability. ....... 122
Finding 4: Enrollment Increase Strategies ........................................................................... 127
Finding 5. Stakeholder Engagement Impacts Institutional Financial Viability ................... 130
Summary of Findings .............................................................................................................. 135
Theme Development ................................................................................................................ 135
Theme 1. Innovative Pedagogy ........................................................................................... 136
Theme 2. Cost Management Strategies. .............................................................................. 138
Theme 3. Revenue Generation Strategy. ............................................................................. 140
Theme 4. Stakeholder Engagement ..................................................................................... 142
Synthesis and Results .............................................................................................................. 143
Defense Strategies ................................................................................................................ 144
Offense Strategies ................................................................................................................ 151
Creation Strategies ............................................................................................................... 155
Revised Conceptual Framework .............................................................................................. 160
Chapter Summary .................................................................................................................... 162
Chapter 5: Conclusions and Implications .................................................................................... 163
Review of the Research ........................................................................................................... 163
Answer to the Research Question ............................................................................................ 164
Management Implications and Recommendations .................................................................. 165
Recommendation 1: Defense Strategies .............................................................................. 166
Recommendation 2: Offense strategies ............................................................................... 176
FINANCIAL VIABILITY PRIVATE POST-SECONDARY EDUCATION INSTITUTIONS
xi
Recommendation 3: Creation strategies .............................................................................. 178
Strategic Group Analysis: Internationalization as an Example ............................................... 179
Implementation of Recommendations ..................................................................................... 185
Limitations of the Study .......................................................................................................... 188
Areas for Future Research ....................................................................................................... 189
Final Summary and Conclusion .............................................................................................. 190
References .................................................................................................................................. 192
Appendix A Articles in Dataset .................................................................................................. 227
Appendix B Subject Matter Experts’ Feedback .......................................................................... 230
Appendix C Subject Matter Experts’ Package ............................................................................ 236
Appendix D Data Extraction, Dataset Characteristics ................................................................ 238
Appendix E Data Extraction, Abstract and Findings .................................................................. 256
FINANCIAL VIABILITY PRIVATE POST-SECONDARY EDUCATION INSTITUTIONS
xii
List of Tables
Table 1 Inclusion Criteria ............................................................................................................ 74
Table 2 Exclusion Criteria ........................................................
Leadership Practices Executives Can Use in Effective Strategic Management For Organizational Excellence - a Systematic Review
No full textEffective strategic management is a critical component of organizational success, yet a
misalignment often exists between the strategic plans executive leaders develop and how those
plans are implemented (Jackson, 2024). When there is a disconnect between the strategic plan and
implementation, organizational leaders may struggle to achieve their strategic goals and the vision
they have set for the company. The problem explored in this study is the lack of alignment between
the strategic plan development and implementation processes led by executive leaders. This
disconnect can lead to failed results and the inability to realize the vision and goals outlined in the
strategic plan. Addressing this problem is essential for organizations seeking to capitalize on the
benefits of effective strategic management. The research question that guided this study is: What are
the key leadership practices that executives can use for effective strategy execution? Strategy becomes
useless if organizations cannot execute their plans. Studying what businesses have done to implement
strategic management processes successfully will aid other business leaders (both for-profit and
nonprofit associations) in their strategic management. Learning what business leaders have done wrong
will also inform leaders what to avoid in implementation. A systematic review was used to answer the
research question by collecting what was known from the research literature using explicit and accountable methods. Results indicated that leaders need to ensure that their organizational skills are strong for businesses to be successful in strategy execution. At the same time, a strategic management structure, including a management control system, must be in place to aid accountability. Strategic management tools like management control systems enable the entire process of strategy formulation, implementation, and execution to be monitored and measured. Without strategic leadership championing and guiding the organization, strategy execution is deemed to fail, and strategic communication is a primary means of engaging stakeholders to get buy-in and participation throughout the process. Therefore, stakeholder theory is used to examine the 21 international studies. The limitations of this study include the samples in the data set and the scope of this research, as many geographical and cultural differences could affect the application of international studies.LEADERSHIP PRACTICES IN STRATEGIC MANAGEMENT i
ABSTRACT
Title of Dissertation:
LEADERSHIP PRACTICES EXECUTIVES CAN USE IN EFFECTIVE STRATEGIC MANAGEMENT FOR ORGANIZATIONAL EXCELLENCE – A SYSTEMATIC REVIEW
Veronica Holmes Purvis, MSM, CAE
Doctor of Business Administration, Year
Effective strategic management is a critical component of organizational success, yet a misalignment often exists between the strategic plans executive leaders develop and how those plans are implemented (Jackson, 2024). When there is a disconnect between the strategic plan and implementation, organizational leaders may struggle to achieve their strategic goals and the vision they have set for the company. The problem explored in this study is the lack of alignment between the strategic plan development and implementation processes led by executive leaders. This disconnect can lead to failed results and the inability to realize the vision and goals outlined in the strategic plan. Addressing this problem is essential for organizations seeking to capitalize on the benefits of effective strategic management. The research question that guided this study is: What are the key leadership practices that executives can use for effective strategy execution? Strategy becomes useless if organizations cannot execute their plans. Studying what businesses have done to implement strategic management processes successfully will aid other business leaders (both for-profit and nonprofit associations) in their strategic management. Learning what business leaders have done wrong will also inform leaders what to avoid in implementation. A systematic review was used to answer the research question by collecting what was known from the research literature using explicit and LEADERSHIP PRACTICES IN STRATEGIC MANAGEMENT ii
accountable methods. Results indicated that leaders need to ensure that their organizational skills are strong for businesses to be successful in strategy execution. At the same time, a strategic management structure, including a management control system, must be in place to aid accountability. Strategic management tools like management control systems enable the entire process of strategy formulation, implementation, and execution to be monitored and measured. Without strategic leadership championing and guiding the organization, strategy execution is deemed to fail, and strategic communication is a primary means of engaging stakeholders to get buy-in and participation throughout the process. Therefore, stakeholder theory is used to examine the 21 international studies. The limitations of this study include the samples in the data set and the scope of this research, as many geographical and cultural differences could affect the application of international studies.
Keywords: business strategy, strategy, strategic management, strategic planning, strategy execution, strategy implementation, leaders, executives, communication, engagement, culture, nonprofit, professional associations, trade associations, organizational management, stakeholders
LEADERSHIP PRACTICES IN STRATEGIC MANAGEMENT iii
LEADERSHIP PRACTICES EXECUTIVES CAN USE IN EFFECTIVE STRATEGIC MANAGEMENT FOR ORGANIZATIONAL EXCELLENCE – A SYSTEMATIC REVIEW
By
Veronica Holmes Purvis, MSM, CAE
Dissertation Committee:
Jan Tucker, PhD
Monica Sava, PhD
Faleh Alshameri, PhD
Oral Defense 06/14/2024
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2024
LEADERSHIP PRACTICES IN STRATEGIC MANAGEMENT iv
© Copyright by
Veronica Holmes Purvis
2024 LEADERSHIP PRACTICES IN STRATEGIC MANAGEMENT v
Dedication
This dissertation is dedicated to my late grandmother, Charline (Thomas) Green. We made that pact all those decades ago when I was an undergraduate student that I would get my doctorate. And now, here I am, and I know you would be so proud.
LEADERSHIP PRACTICES IN STRATEGIC MANAGEMENT vi
Acknowledgments
Thank you, Lord, for getting me through this program during all the ups, downs, and losses (including my stepfather and grandfather).
I want to thank my family for their love and support including my mom, Denise Harley Royster, who listened to those ups and downs during this program and encouraged me along the way. I also know my youngest child, my daughter, Stone Purvis, is almost as thrilled as I am to complete this journey, as she has felt like she has been on this ride with me. She knows my research almost as well as I do at this point. I pray this has set a great example for her and my sons Gage and Tate Purvis that you can work hard and sacrifice to achieve your goals with commitment, dedication, and faith. My husband, Lance Purvis, knows what I mean and has seen me sacrifice so much while I still tried to balance family, work, and life with his support.
Thank you to my subject matter experts (SMEs) for their invaluable insights. And of course, thank you to all the faculty, librarian, and program mentors including the dissertation committee Drs. Janice Tucker, Monica Sava, Faleh Alshameri, and Tacy Holliday.
LEADERSHIP PRACTICES IN STRATEGIC MANAGEMENT vii
Contents
ABSTRACT ...................................................................................................................................................... i
LEADERSHIP PRACTICES EXECUTIVES CAN USE IN EFFECTIVE STRATEGIC MANAGEMENT FOR ORGANIZATIONAL EXCELLENCE – A SYSTEMATIC REVIEW .......................................................................... iii
Dedication .................................................................................................................................................... v
Acknowledgments ....................................................................................................................................... vi
Contents ..................................................................................................................................................... vii
List of Tables ................................................................................................................................................ x
List of Figures .............................................................................................................................................. xi
List of Abbreviations .................................................................................................................................. xii
Chapter 1: Introduction and Overview of the Management Problem ......................................................... 1
Background and Overview ......................................................................................................................... 2
Problem Origins ......................................................................................................................................... 6
Problem Statement ...................................................................................................................................... 7
Significance of the Problem ....................................................................................................................... 8
Scope of the Study.................................................................................................................................... 8
Purpose of the Study .................................................................................................................................... 9
Research Question ................................................................................................................................... 9
Significance of the Study ........................................................................................................................... 9
Discussion of Concepts and/or Themes ...................................................................................................... 10
Definitions and Terminology .................................................................................................................... 11
Chapter Summary ..................................................................................................................................... 16
Organization of the Dissertation ............................................................................................................. 16
Chapter 2: Scoping Literature Review and Theoretical Frame ................................................................... 17
Theoretical Framework ............................................................................................................................... 17
Stakeholder Theory ................................................................................................................................. 18
History of Stakeholder Theory ................................................................................................................. 21
Evolution and Applications of the Stakeholder Approach ....................................................................... 22
Value of Stakeholder Theory .................................................................................................................... 23
Opposition to Stakeholder Theory .......................................................................................................... 24
Conceptual Framework ............................................................................................................................... 25
The Literature Landscape or Scoping Literature Review ......................................................................... 27
Theoretical Foundations 1980s ............................................................................................................... 27 LEADERSHIP PRACTICES IN STRATEGIC MANAGEMENT viii
Theoretical Consolidation 1990s ............................................................................................................. 28
Management Improvement 2000s .......................................................................................................... 29
Strategy Diversification 2011+ ................................................................................................................. 29
Synopsis of Studies .................................................................................................................................. 29
Study Opportunities ................................................................................................................................ 30
Chapter Summary ...................................................................................................................................... 30
Chapter 3: Method ..................................................................................................................................... 32
Review Design and Methodology ............................................................................................................... 32
The Evidence-Based Research Framework .............................................................................................. 33
Systematic Reviews ................................................................................................................................. 35
Systematic Review Process ...................................................................................................................... 36
Search Initiation ...................................................................................................................................... 37
Search Strategy ....................................................................................................................................... 38
Method of Quality Appraisal of the Included Studies .............................................................................. 38
Analysis and Synthesis Methodology ....................................................................................................... 39
Subject Matter Experts ............................................................................................................................. 41
Chapter Summary ...................................................................................................................................... 41
Chapter 4: Analysis and Findings ................................................................................................................ 42
Review of the Research Question ............................................................................................................... 42
Design and Methodology ......................................................................................................................... 43
Systematic Review ................................................................................................................................... 43
Subject Matter Experts ............................................................................................................................. 44
Search Strategy ....................................................................................................................................... 46
Inclusion/Exclusion .................................................................................................................................. 47
Relevance Screening ............................................................................................................................... 47
PRISMA .................................................................................................................................................... 48
Results of the Quality Appraisal of the Data Set ...................................................................................... 49
Descriptive Statistics .................................................................................................................................. 51
Analysis and Synthesis ............................................................................................................................... 53
Coding Process ........................................................................................................................................ 53
Coding Units ............................................................................................................................................ 54
Coding Phases ......................................................................................................................................... 54
Findings and Discussion .............................................................................................................................. 57 LEADERSHIP PRACTICES IN STRATEGIC MANAGEMENT ix
Finding/Theme 1: Strong Organizational Skills are Paramount in a Comprehensive Strategic Management Program...................................................................................................................................................... 57
Finding/Theme 2: Strategic Management Structures Need to be Formally in Place ................................. 58
Finding/Theme 3: Strategic Leadership is Required to Align the Organization .......................................... 61
Finding/Theme 4: Strategic Communication is a Leadership Practice that Engages Stakeholders ............ 63
Summary of Findings ............................................................................................................................... 67
CERQual .................................................................................................................................................. 70
Chapter Summary ...................................................................................................................................... 74
Chapter 5: Conclusions and Implications .................................................................................................... 75
Review of the Research ............................................................................................................................ 75
Stakeholder Theory Applied ..................................................................................................................... 76
Methodology .............................................................................................................................................. 77
Answer to the Research Question ............................................................................................................ 77
Result or Finding 1 from Chapter 4 .......................................................................................................... 78
Result or Finding 2 from Chapter 4 .......................................................................................................... 81
Result or Finding 3 from Chapter 4 .......................................................................................................... 84
Result or Finding 4 from Chapter 4 .......................................................................................................... 86
Recommendations for Management ....................................................................................................... 91
Limitations of the Study and Areas for Future Research ............................................................................ 96
Data Set ................................................................................................................................................... 96
Research Scope ....................................................................................................................................... 97
Areas for Future Research ........................................................................................................................ 97
Final Summary and Conclusion ................................................................................................................... 98
References ............................................................................................................................................... 102
Appendix A ............................................................................................................................................... 114
LEADERSHIP PRACTICES IN STRATEGIC MANAGEMENT x
List of Tables
Table 1 CIMO (Context, Intervention, Mechanisms, and Outcome) ........................................................... 37
Table 2 MMAT Strategy (Headings) ............................................................................................................ 51
Table 3 Code Table ..................................................................................................................................... 55
Table 4 CERQual Table ............................................................................................................................... 70
LEADERSHIP PRACTICES IN STRATEGIC MANAGEMENT xi
List of Figures Figure 1 Strategic Management Phases…………………………………………………………………………………………………. 4
Figure 2 Theoretical Framework of Stakeholder T
Succession Planning for Executive Leadership Positions in the Federal Government Amid a Multigenerational Workforce: a Systematic Review
No full textThe Office of Personnel Management (2023) demographic data shows that nearly 30% of the baby boomers across the federal government are expected to retire by 2030. The first wave of Generation X federal workers will be eligible for retirement in 2032, within nine years (OPM, 2023). Federal agencies are confronted with attracting and recruiting the Generation Y and Generation Z groups, which are 20.66% (65 million) and 21.75% (72.19 million) of the U.S. population, respectively (Statista, 2023). This dissertation research addresses the question: What are the best strategies federal agencies can implement to improve succession planning for executive leadership positions amid a multigenerational workforce? Further, this dissertation offers strategies for succession planning to obtain and retain qualified candidates for executive positions in the U.S. federal government. The context, intervention, mechanisms, and outcomes (CIMO) method was selected to create the framework of the relationship between the federal government and the identification of tactics to improve succession planning for federal government executive leadership positions (Denyer et al., 2008). A systematic review was completed, including a rigorous assessment of 25 studies. The path goal and organizational cultural theories are applied to identify strategies to assist with increasing succession planning for executive positions in the federal government such as 1) motivating change to improve human resources management, 2) identifying tactics to attract and retain current and future generations in the federal workforce, 3) offering steps to improve organizational effectiveness and feedback loop, and 4) describing steps to improve succession planning themes for federal government organizations executive leadership positions. The rigorous analysis and assessment of 25 studies produced three themes human resources management practices, information technology, intrinsic and extrinsic values, developmental programs for leadership, and mentorship.SUCCESSION PLANNING FOR EXECUTIVE LEADERSHIP POSITIONS IN THE FEDERAL GOVERNMENT
Title of Dissertation:
SUCCESSION PLANNING FOR EXECUTIVE LEADERSHIP POSITIONS IN THE FEDERAL GOVERNMENT AMID A MULTIGENERATIONAL WORKFORCE: A SYSTEMATIC REVIEW
Jacqueline M. Jones
Doctor of Business Administration, 2024
SUCCESSION PLANNING FOR EXECUTIVE LEADERSHIP POSITIONS IN THE FEDERAL GOVERNMENT
ii
Abstract The Office of Personnel Management (2023) demographic data shows that nearly 30% of the baby boomers across the federal government are expected to retire by 2030. The first wave of Generation X federal workers will be eligible for retirement in 2032, within nine years (OPM, 2023). Federal agencies are confronted with attracting and recruiting the Generation Y and Generation Z groups, which are 20.66% (65 million) and 21.75% (72.19 million) of the U.S. population, respectively (Statista, 2023). This dissertation research addresses the question: What are the best strategies federal agencies can implement to improve succession planning for executive leadership positions amid a multigenerational workforce? Further, this dissertation offers strategies for succession planning to obtain and retain qualified candidates for executive positions in the U.S. federal government. The context, intervention, mechanisms, and outcomes (CIMO) method was selected to create the framework of the relationship between the federal government and the identification of tactics to improve succession planning for federal government executive leadership positions (Denyer et al., 2008). A systematic review was completed, including a rigorous assessment of 25 studies. The path goal and organizational cultural theories are applied to identify strategies to assist with increasing succession planning for executive positions in the federal government such as 1) motivating change to improve human resources management, 2) identifying tactics to attract and retain current and future generations in the federal workforce, 3) offering steps to improve organizational effectiveness and feedback loop, and 4) describing steps to improve succession planning themes for federal government organizations executive leadership positions. The SUCCESSION PLANNING FOR EXECUTIVE LEADERSHIP POSITIONS IN THE FEDERAL GOVERNMENT
iii
rigorous analysis and assessment of 25 studies produced three themes human resources management practices, information technology, intrinsic and extrinsic values, developmental programs for leadership, and mentorship.
Keywords: Succession planning, executive succession, federal agencies, the federal government
SUCCESSION PLANNING FOR EXECUTIVE LEADERSHIP POSITIONS IN THE FEDERAL GOVERNMENT
iv
SUCCESSION PLANNING FOR EXECUTIVE LEADERSHIP POSITIONS IN THE FEDERAL GOVERNMENT AMID A MULTIGENERATIONAL WORKFORCE: A SYSTEMATIC REVIEW
By
Jacqueline Marquetta Jones
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2024
Dissertation Chair: Dr. Anthony Sterns
Dissertation Co-chairs: Dr. Ray Muhammad and Dr. Deborah Wharff
© Copyright by
Jacqueline Marquetta Jones
2024
SUCCESSION PLANNING FOR EXECUTIVE LEADERSHIP POSITIONS IN THE FEDERAL GOVERNMENT
v
Preface
The premise of this research stems from my passion as a federal government worker with nearly 30 years of experience. I worked through the ranks from the GS to the Senior Executive Service level. Along my professional journey, I have had formal and informal mentors. Others have helped me to grow professionally, technically, and interpersonally. Along the way, I have paid it forward. This research is another way for me to pay it forward. I believe in public service and will do all I can to ensure the next senior executive leaders are well-informed and well-prepared. This journey would not have been possible without the love and support of my family, friends, and loved ones, my professors' patience and knowledge, and the university committee's dedication.
SUCCESSION PLANNING FOR EXECUTIVE LEADERSHIP POSITIONS IN THE FEDERAL GOVERNMENT
vi
Dedication
This dissertation is dedicated to my Daddy, James Grant. I miss you, Daddy, but I am grateful you knew I started this DBA program even though you passed in December 2020. When there are challenges before me, I reflect on one of our last conversations, and you said that you were proud of me and that I could do it! Daddy, you were right; I did it. To my Mommy, Rose Jones, thank you for all the love, support, prayers, and late-night talks. When I doubted completing the program, your encouraging words, “I am proud of you, I am praying for you, and you can do it,” carried me through and were the wind beneath my wings. To my brothers, James, Tim, and Jermaine, thanks for your unwavering support and peep talks from near and far. Jermaine, you were my quasi-editor and coach until I could fly alone. A special thanks to Harry Jackson for everything that propelled me forward. To my prayer warriors and intercessors, Minister Beatrice (Bea) Wright and Honorable Victoria N. Pearson: Your prayers slew the enemy’s wicked schemes, plots, and devices in real life and in real-time – every time. Your hearts, ears, and shoulders carried much during my time of need. God bless you both always. I also dedicate this to my family members who passed on during this chapter of my life: My dad, James Grant, Uncle Neal Jones, Uncle Curtis Canady, Aunt Dorothy Jones, Aunt Valerie Horton, Uncle Bishop Steven Horton, and Cousin Kenny Canady. My heart ached at each funeral, and I was fortunate enough to have you in my natural life, and now I have you as protective angels. Thanks for watching over me. To Bishop Dr. Melvin G. Brown of the Greater New Hope Baptist Church, the Teacher, Head Shepard, Prophet of Residency, and Counselor, your encouragement, prayers, and conversations always worked. I love my church family. To my beloved Alpha Kappa Alpha Sorority sisters, our bond is sincere and rare for we help each SUCCESSION PLANNING FOR EXECUTIVE LEADERSHIP POSITIONS IN THE FEDERAL GOVERNMENT
vii
other; to my editor, Michael Poock, for the direct feedback that improved my dissertation, and my Boxer, Maximus, for staying up with me as I burned the midnight oil and for keeping my feet warm. SUCCESSION PLANNING FOR EXECUTIVE LEADERSHIP POSITIONS IN THE FEDERAL GOVERNMENT
viii
Acknowledgments
Pursuing this Doctoral of Business Administration degree has been my life's most rewarding and challenging experience. This phase of my life revealed many aspects of humility, perseverance, and self-determination. I am grateful to Jesus Christ, the head of my life, for whom I would not have been able to complete this journey. Thank you to Dr. Sterns (Dr. Tone) for being my dissertation chair and answering my questions and apprehensions, Dr. Muhammad as my second chair and reader, and Dr. Wharff as my third reader. A special thanks to my cohort: you are a fantastic group of caring and supportive individuals; bless you all!
SUCCESSION PLANNING FOR EXECUTIVE LEADERSHIP POSITIONS IN THE FEDERAL GOVERNMENT
ix
Table of Contents
Abstract ...........................................................................................................................................ii
SUCCESSION PLANNING FOR EXECUTIVE LEADERSHIP POSITIONS IN THE FEDERAL GOVERNMENT AMID A MULTIGENERATIONAL WORKFORCE: A SYSTEMATIC REVIEW ................ iv
Preface ............................................................................................................................................ v
Acknowledgments........................................................................................................................ viii
Table of Contents ............................................................................................................................ ix
List of Tables .................................................................................................................................. xi
List of Figures ................................................................................................................................ xii
List of Abbreviations ..................................................................................................................... xiii
Chapter 1: Introduction and Overview of the Management Problem ........................................... 1
Background and Overview …………………………………………………………………………………………………….3
Overview of Methodology……………………………………………………………………………………………………..4
Problem Statement and Significance of the Problem ................................................................. 4
Purpose of the Study and The Research Question………………………………………………………..………..6
Specificity of the Problem…………………………………………………………………………………………………….7
Rationale and Significance of the Study ...................................................................................... 8
Discussion of Themes ................................................................................................................ 12
Definitions and Terminology ..................................................................................................... 12
Chapter Summary...................................................................................................................... 14
Organization of the Dissertation ............................................................................................... 15
Chapter 2: Literature Review and Theoretical Frame .................................................................. 16
Succession Planning……………………………………………………………………………………………………………..16
Talent Management …………………………………………………………………………………………………………….17
Workforce Planning ………………………………………………………………………………………………………..…..18
Training …………………………………………………………………………………………………………………………..…..18
A Brief History of Succession Planning.…..…………………………………………………………………………….19
Succession Planning in the 1970s ………………………………………….…………………………………………....19
Succession Planning in the 1980s.……….…………………………………………………………………..…………..20
Succession Planning in the 1990………………… .…………………………………………………………….………..21
Succession Planning in the decades of 2000 .……………………………………………………………………….22
The Literature Review of Succession Planning for the Federal Workforce .................................. 23
Importance of Succession Planning………………………………………………………………….………………….32
Path Goal Theory…………………………………………………………………………………………………………….…..33
Organizational Cultural Theory….………………………………………………………………………………………..36
Senior Executive Services in the Federal Government………………….……………………………………..38
Succession Planning for Executive Leadership..…………………………………………………………………...41
Public Private Sector Succession Planning Trends and Gaps..…….……………………..…………………43 SUCCESSION PLANNING FOR EXECUTIVE LEADERSHIP POSITIONS IN THE FEDERAL GOVERNMENT
x
Barriers to Succession Planning …………………………………………………………………………………..………44
Succession Planning Turnover ………………………………………………………………………..…………………..45
Loss of Organizational Knowledge……………………………………………………………………………..………..46
Conceptual Framework ............................................................................................................. 48
Chapter Summary...................................................................................................................... 50
Chapter 3: Method ....................................................................................................................... .51
Research Design for a Qualitative Study…..………………………………………………………………………53
Search Strategy ...................................................................................................................... 54
Method of Quality Appraisal of the Included Studies ........................................................... 55
Preferred Reporting Items for Systematic Review and Meta-Analysis Framework .............. 56
Qualitative Data Analysis………………………………………………………………………………………………59
Coding ………………………………………………………………………………………………………………………..59
First Cycle of Coding ……………………………………………………………………………………………….…..64
Second Cycle of Coding…………………………………………………………………………………………….….64
Third Cycle of Coding………………………………………………………………………………….………………..64
Subject Matter Experts.............................................................................................................. 64
Chapter Summary...................................................................................................................... 67
Chapter 4: Analysis and Findings .................................................................................................. 68
Results of the Quality Appraisal of the Data Set ....................................................................... 68
Findings and Discussions ........................................................................................................... 69
Summary of the Findings ........................................................................................................... 85
Revised Conceptual Model ........................................................................................................... 86
Chapter Summary…………………………………………………………………………………………………………………….87
Chapter 5: Conclusions and Implications ...................................................................................... 88
Synthesis and Discussion .............................................................................................................. 89
Implications for PracticeChapter 4: Analysis and Findings ........................................................... 98
Limitations.................................................................................................................................. 101
Recommendations to Management ........................................................................................... 103
Recommendations for Future Study ........................................................................................... 103
Conclusion .................................................................................................................................. 104
Appendix A: MMAT Scoring ........................................................................................................ 122
Appendix B: Questions submitted to Subject Matter Experts…………………………………………………124
Appendix C: Data Extractor, Descriptors, Coding, MMAT, Supporting Studies, and CERQual….125
SUCCESSION PLANNING FOR EXECUTIVE LEADERSHIP POSITIONS IN THE FEDERAL GOVERNMENT
xi
List of Tables
Table 1 Content, Intervention, Mechanisms, and Outcomes (CIMO) Framework Model ............ 6
Table 2 Content, Intervention, Mechanisms, and Outcomes (CIMO) Used to Develop Research Question ......................................................................................................................................... 7 Table 3 OPM Strategic Plan 2022 - 2026 Four Significant Goals ................................................. 10 Table 4 Climate Change Events Direct and Indirect Impacts on an Aging Population (U.S.) ....... 31
Table 5 SES Appointments during Fiscal Year 2017 ...................................................................... 40
Table 6 SES Age Trends Fiscal Year 2013 - 2017 ........................................................................... 40
Table 7 Six Steps of Evidence-Based Research ............................................................................. 51
Table 8 Themes and Findings ........................................................................................................ 70
Table 9 Studies Supporting Findings ............................................................................................. 73
Table 10 Themes, Findings, and Number of Studies .................................................................... 77
Table 11 Themes, Findings, and Supporting Statements ……………………………………………….. ……..80
Table 12 Components of the CERQual Approach ......................................................................... 82
Table 13 CERQual Scoring ............................................................................................................. 85
SUCCESSION PLANNING FOR EXECUTIVE LEADERSHIP POSITIONS IN THE FEDERAL GOVERNMENT
xii
List of Figures
Figure 1 2022 Federal Workforce by Generation ........................................................................... 3
Figure 2 2015 - 2021 OPM Federal Workforce Attrition Rate ...................................................... 23
Figure 3 U.S. Workforce Per Generation (2022) ........................................................................... 27
Figure 4 Projection of Older Adult Population (2030 - 2060) ....................................................... 28
Figure 5 Main Components for Path-to-Goal Theory ................................................................... 35 Figure 6 Organizational Culture Theory by Vidyahattangadi (2017) ........................................... 38
Figure 7 Significant Drivers of Succession Planning ...................................................................... 42
Figure 8 Conceptual Framework of Theory .................................................................................. 49
Figure 9 Systematic Review Process ............................................................................................. 52
Figure 10 Target Population, Number of Articles and Authors, Publication Year, and Research Design ........................................................................................................................................... 56
Figure 11 PRISMA Flow Chart Diagram ....................................................................................... 58
Figure 12 Snapshot of Second Round Coding ............................................................................... 64
Figure 13 Revised Conceptual Framework of Theory ................................................................... 87
SUCCESSION PLANNING FOR EXECUTIVE LEADERSHIP POSITIONS IN THE FEDERAL GOVERNMENT
xiii
List of Abbreviations ACT-IAC: The American Council for Technology-Industry Advisory Council
CIMO: Content, Intervention, Mechanisms and Outcomes
EBMgt: Evidence-based management
HRM: Human Resources Management
IT: Information Technology
OPM: Office of Personnel Management
P2G: Path to Goal Theory
PRISMA: Preferred Reporting Items for Systematic Reviews and Meta-Analyses
RQ: Research question
SES: Senior Executive Service
SME: Subject Matter Expert
Xers: Generation X
Y: Generation Y and Millennials
Zers: Generation Z and Zers
SUCCESSION PLANNING FOR EXECUTIVE LEADERSHIP POSITIONS IN THE FEDERAL GOVERNMENT
1
Chapter 1: Introduction and Overview of the Management Problem
Introduction
An ancient Chinese Proverb states, "A person who does not prepare for the future will have worries in the present." The proverb provides a gateway into the importance of advanced planning for life, such as events, careers, and the workplace. Succession planning is a vital blueprint for the workplace that considers the organization's resources for developing and protecting high-potential employees to continue the organization's mission. Mehrabani and Mohamad (2011) described succession planning as discovering, developing, and dispersing the right talent in critical roles to maintain organizational performance. Ali & Mehreen (2019) connect succession planning to employee performance and note that succession planning is vital to achieving core organizational objectives and allows organizations to meet organizational needs by implementing strategies to advance potential employees. In today’s times, organizations must commit significant reso
Strategic Use of Big Data for Customer Experience and Protection in U.S. Financial Institutions: a Systematic Review
No full textThis dissertation seeks to provide leaders and practitioners in the U.S. financial sector with
implementation and adoption strategies for big data. The management problem is that financial
institutions (FI) traditionally are not able to fully utilize the potential of big data to enhance
customer experience and protection because FIs are not familiar with best practices that optimize
their big data business processes. The review question guiding the research is: How can U.S.
financial institutions strategically use big data to improve customer experience and protection? A
systematic review approach was used to collect research and critically appraise the research data
for quality and evidence. Coding and identifying key information based on the research question,
quality assessment, and critical information extraction were completed using ATLAS.ti. Coded
and collected data were analyzed and synthesized to identify findings. The findings were further
validated using the CERQual critical appraisal method. The management implications and
recommendations were determined based on the evidence obtained from the critical appraisal
process. The findings suggest that FIs should use an ensemble of neural network algorithms to
anticipate, detect, and stop fraudulent activities. Additionally, the results indicate that when combined with artificial intelligence and machine learning, appropriate data mining techniques
can help enhance customer experience and identify potential risks in decision-making. The
findings also revealed that organizational preparedness and resource availability are crucial
factors when implementing big data analytics. Given these findings, the use of big data analytics,
as described in this dissertation, can ultimately improve customer experience.STRATEGIC USE OF BIG DATA FOR CUSTOMER EXPERIENCE/PROTECTION i
Title of Dissertation:
STRATEGIC USE OF BIG DATA FOR CUSTOMER EXPERIENCE AND PROTECTION IN U.S. FINANCIAL INSTITUTIONS: A SYSTEMATIC REVIEW
Nagaraj Kasiraju,
Doctor of Business Administration, 2024
This dissertation seeks to provide leaders and practitioners in the U.S. financial sector with implementation and adoption strategies for big data. The management problem is that financial institutions (FI) traditionally are not able to fully utilize the potential of big data to enhance customer experience and protection because FIs are not familiar with best practices that optimize their big data business processes. The review question guiding the research is: How can U.S. financial institutions strategically use big data to improve customer experience and protection? A systematic review approach was used to collect research and critically appraise the research data for quality and evidence. Coding and identifying key information based on the research question, quality assessment, and critical information extraction were completed using ATLAS.ti. Coded and collected data were analyzed and synthesized to identify findings. The findings were further validated using the CERQual critical appraisal method. The management implications and recommendations were determined based on the evidence obtained from the critical appraisal process. The findings suggest that FIs should use an ensemble of neural network algorithms to anticipate, detect, and stop fraudulent activities. Additionally, the results indicate that when STRATEGIC USE OF BIG DATA FOR CUSTOMER EXPERIENCE/PROTECTION ii
combined with artificial intelligence and machine learning, appropriate data mining techniques can help enhance customer experience and identify potential risks in decision-making. The findings also revealed that organizational preparedness and resource availability are crucial factors when implementing big data analytics. Given these findings, the use of big data analytics, as described in this dissertation, can ultimately improve customer experience.
Keywords: financial institutions (FI), big data, big data analytics (BDA), customer protection, customer experience, fraud, risk, cybersecurity, best practices, implementation, technology-organization-environment (TOE)STRATEGIC USE OF BIG DATA FOR CUSTOMER EXPERIENCE/PROTECTION iii
STRATEGIC USE OF BIG DATA FOR CUSTOMER EXPERIENCE AND PROTECTION IN U.S. FINANCIAL INSTITUTIONS: A SYSTEMATIC REVIEW
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
By
Nagaraj Kasiraju
2024
Dissertation Committee:
Dr. Ray Sanders Muhammad
Dr. Anthony Sterns
Dr. Mary Jo Anderson
Date of Oral Defense: 03/06/2024STRATEGIC USE OF BIG DATA FOR CUSTOMER EXPERIENCE/PROTECTION iv
© Copyright by
Nagaraj Kasiraju
2024STRATEGIC USE OF BIG DATA FOR CUSTOMER EXPERIENCE/PROTECTION v
Dedication
I would like to dedicate this work to Nanna Garu (Krishna Murthy), Amma (Santha), Sarada, Manu, Vamsi, Mamayya Garu (Narasimham), Attayya Garu (Subbulakshmi), Annayya (Venkata Ramana), Vadina (Aparna), Akkalu (Vijaya Lakshmi, Syamala), Bava Garlu (Shyam Sunder, Thyagaraju), and my family and friends. This doctoral journey would not have been possible without their sacrifices, support, and love. I am grateful to all of you for believing in me and pushing me to complete this endeavor. Lastly, anyone who encouraged me, listened to, and supported me…thank you so much.STRATEGIC USE OF BIG DATA FOR CUSTOMER EXPERIENCE/PROTECTION vi
Acknowledgments
I would like to express my gratitude to those who supported me throughout my doctoral journey and dissertation process. I am truly grateful for your guidance, encouragement, and inspiration. I want to extend a heartfelt thank you to my dissertation advisors: Dr. Ray Sanders Muhammad, Dr. Anthony Sterns, and Dr. Mary Jo Anderson. They have been a constant source of motivation, pushing me to do my best and taking the time to review my dissertation and provide valuable feedback.
Thank you to my cohort with whom I shared this doctoral journey through the good and bad times. Thank you to my professors throughout the program, Dr. Adrian Wolfberg, Dr. Joseph Drasin, and Dr. Tacy Holiday. They each added to my intellectual journey and helped me to push my limits. Thank you to Dr. Cynthia Thomes for being there, helping me with the search, and guiding me through the research process. Thank you to Dr. Monica Sava and Marina Caminis for ensuring our programs ran smoothly. Thank you to my colleagues and subject matter experts who patiently listened to me, motivated me, and provided timely feedback.STRATEGIC USE OF BIG DATA FOR CUSTOMER EXPERIENCE/PROTECTION vii
Table of Contents
Dedication...................................................................................................................................... v
Acknowledgments......................................................................................................................... vi
Table of Contents......................................................................................................................... vii
List of Tables ................................................................................................................................ xi
List of Figures ............................................................................................................................... xii
List of Abbreviations ................................................................................................................... xiii
Chapter 1: Introduction and Overview of the Management Problem............................................. 1
Background and Overview.......................................................................................................... 2
Problem Statement and Significance of the Problem.................................................................. 3
Purpose of the Study and The Research Question ...................................................................... 5
Rationale for the Study or Significance of the Study.................................................................. 8
Discussion of Concepts and/or Themes ...................................................................................... 9
Definitions and Terminology .................................................................................................... 11
Chapter Summary...................................................................................................................... 12
Organization of the Dissertation ............................................................................................... 12
Chapter 2: Theoretical Frame and Literature Landscape Review ................................................ 13
Documentation .......................................................................................................................... 14
Theoretical Framework ............................................................................................................. 16
Presenting Theories ............................................................................................................... 16
Resource-Based View (RBV)................................................................................................ 17 STRATEGIC USE OF BIG DATA FOR CUSTOMER EXPERIENCE/PROTECTION viii
Adaptive Structuration Theory (AST)................................................................................... 18
Technology-Organization-Environment (TOE) .................................................................... 19
The Literature Landscape or Scoping Literature Review ......................................................... 20
BDA in Financial Institutions................................................................................................ 21
BDA for Improving Customer Experience and Engagement................................................ 24
BDA for Enhanced Trading Analysis.................................................................................... 26
BDA for Improving Customer Protection ............................................................................. 28
BDA for Improved Performance ........................................................................................... 29
BDA for Credit Risk Assessment and Management ............................................................. 31
Conceptual Framework ............................................................................................................. 32
Chapter Summary...................................................................................................................... 34
Chapter 3: Method ........................................................................................................................ 36
Review Design and Methodology............................................................................................. 36
The Evidence-Based Research Framework........................................................................... 36
Systematic Reviews and the Systematic Review Process ..................................................... 38
PRISMA Flow Diagram........................................................................................................ 41
Method of Quality Appraisal of the Included Studies............................................................... 42
Analysis and Synthesis Methodology ....................................................................................... 45
Coding Process ...................................................................................................................... 45
Subject Matter Experts .............................................................................................................. 48
Chapter Summary...................................................................................................................... 50
Chapter 4: Analysis and Findings................................................................................................. 51
Review of the Research Question ............................................................................................. 51 STRATEGIC USE OF BIG DATA FOR CUSTOMER EXPERIENCE/PROTECTION ix
Description of the Data Set ....................................................................................................... 51
Results of the Coding ............................................................................................................ 51
Findings and Discussion............................................................................................................ 52
Finding 1: Big Data Analysis Helps Detect, Prevent, and Protect from Fraud ..................... 53
Finding 2: Data analytics and predictive analytics improve customer experience................ 55
Finding 3: Advanced Data Mining Software Analysis Improves Customer Experience ...... 57
Finding 4: Adopting Big Data Analytics Requires Organizational Readiness and Resource Skills ..................................................................................................................................... 58
Summary of Findings................................................................................................................ 62
Revised Conceptual Framework ............................................................................................... 62
Chapter Summary...................................................................................................................... 64
Chapter 5: Conclusions and Implications ..................................................................................... 65
Review of the Research............................................................................................................. 66
Answer to the Research Question ............................................................................................. 67
Management Implications (Recommendations)........................................................................ 68
Recommendation 1: Architectural model and framework considerations ............................ 68
Recommendation 2: Cross-platform data analytics............................................................... 70
Recommendation 3: Organizational readiness and availability of skilled resources ............ 72
Limitations of the Study............................................................................................................ 74
Areas for Future Research......................................................................................................... 76
Final Summary and Conclusion ................................................................................................ 77
References.................................................................................................................................... 78
Appendix A Article Search and Selection Process ..................................................................... 108 STRATEGIC USE OF BIG DATA FOR CUSTOMER EXPERIENCE/PROTECTION x
Appendix B Thematic Analysis, Findings, and CERQual.......................................................... 158
Appendix C Data Analytics ........................................................................................................ 180 STRATEGIC USE OF BIG DATA FOR CUSTOMER EXPERIENCE/PROTECTION xi
List of Tables
Table 1 CIMO Model ...................................................................................................................... 7
Table 2 Research Articles by Database ........................................................................................ 15
Table 3 Resources by Type and Age of Reference ........................................................................ 15
Table 4 Search Terms .................................................................................................................. 38
Table 5 Boolean Search String .................................................................................................... 39
Table 6 Inclusion and Exclusion Criteria..................................................................................... 40
Table 7 Weight of Evidence Grouping.......................................................................................... 44
Table A1 Database Search Strings and Results ......................................................................... 108
Table A2 TAPUPAS – Scoring Criteria ..................................................................................... 110
Table A3 Article Profile-Search by Publication Year and Research Type ................................ 112
Table A4 Article Profile -Research Type by Publication Year................................................... 112
Table A5 Shortlisted Article Profile, with Finding..................................................................... 113
Table A6 TAPUPAS Summary Sheet.......................................................................................... 128
Table A7 Selected Articles.......................................................................................................... 131
Table A8 Deductive and Inductive Codes .................................................................................. 149
Table A9 Category and Sub-Category Codes by Theme ............................................................ 152
Table A10 Selected Articles (n=27) with Corresponding Identification Number...................... 156
Table B1 Thematic Analysis Across the Selected Articles.......................................................... 158
Table B2 CERQual Findings, Authors, and Categories by Finding .......................................... 172
Table B3 Findings Summary ...................................................................................................... 174
Table B4 CERQual Assessment, Summary by Findings............................................................. 175
Table B5 CERQual Findings, Consolidated by Finding ............................................................ 177 STRATEGIC USE OF BIG DATA FOR CUSTOMER EXPERIENCE/PROTECTION xii
List of Figures
Figure 1 Initial Framework for Adopting Big Data Analytics...................................................... 34
Figure 2 PRISMA Diagram........................................................................................................... 42
Figure 3 Weight of Evidence Calculation Formula ..................................................................... 45
Figure 4 Revised Conceptual Framework..................................................................................... 63
Figure C1 Word Cloud from Study Data .................................................................................... 180
Figure C2 Article and Category-Code Density........................................................................... 181
Figure C3 Article and Category-Code Spread............................................................................ 182
Figure C4 NIST: Big Data Reference Architecture .................................................................... 183
Figure C5 Depiction of User Journey and Experience............................................................... 184
Figure C6 Seven Themes of Organizational Readiness for Big Data Analytics ......................... 185 STRATEGIC USE OF BIG DATA FOR CUSTOMER EXPERIENCE/PROTECTION xiii
List of Abbreviations
• Artificial Intelligence (AI). AI is the process of using computers to make decisions without direct human coding. (Nandeshwar & Devine, 2018)
• Big data (BD). Big data refers to large and diverse sets of information that require innovative and cost-effective methods for processing, providing valuable insights, and facilitating informed decision-making. (Gartner, n.d.)
• Big data analytics (BDA). BDA is the process of analysis and reporting. (Davenport, 2014)
• Financial institution (FI). FIs serve individuals in one or more of the following capacities: (a) bank, (b) broker or dealer in securities, (c) money services business, (d) telegraph company, (c) casino, and (f) card club. Also, is subjected to supervision by any state or federal bank supervisory authority. (Financial Institution, n.d.)
• Internet Crime Complaint Center of the Federal Bureau of Investigation (IC3). IC3 is responsible for receiving complaints about cybercrimes in the United States.
• Machine Learning (ML). ML is a subset of Artificial Intelligence that has gained significant attention in digital space as a crucial component of digital solutions. (Ray, 2019)
• National Institute of Standards and Technology (NIST). NIST is a part of the United States Department of Commerce mandated to promote American innovation and industrial competitiveness. NIST provides various services related to measurements, standards, and legal metrology. These services ensure that measures are traceable, quality is assured, and documentary standards and regulatory practices are consistent and replicable. (NIST, 2023) STRATEGIC USE OF BIG DATA FOR CUSTOMER EXPERIENCE/PROTECTION 1
Chapter 1: Introduction and Overview of the Management Problem
Financial institutions (FI) across the United States continue to have challenges in offering better customer experience while ensuring customer protection. This study aims to leverage big data analytics (BDA) to overcome FIs’ challenges to protect customers and enhance their experience (Grover et al., 2018). The term big data analytics describes the process of using large amounts of raw data to uncover trends, patterns, and correlations for data-informed decision-making (Favaretto et al., 2020). Banking and financial institution methods have c
Antecedents to M&A Success: Navigating Post-Merger Integrations at High-Tech, Public Companies in the United States - a Mixed Methods Research
No full textUnited Technologies and Raytheon close 69 billion, AMD acquires Xilinx for 34 billion, and the
list goes on with multiple high-tech companies in the United States spending over US 1.4
trillion in merger and acquisition (M&A) activity every year. Yet, most research studies between
1995 and 2020 indicate that 70%-90% of M&As fail and that they fail due to issues during post-
M&A integration (Cartwright & Cooper, 1995; Kenny, 2020). How is that possible, given the
intense research interest in this field? The lack of resource reconfiguration during post-M&A
integration is considered the primary reason for M&A failure (Bodner & Capron, 2018). This
research takes a unique approach, using the lens of dynamic capabilities theory, to investigate the
impact of post-merger resource reconfiguration on M&A success at high-tech, public companies
in the United States. The study also aims to identify the antecedents to successful post-merger
integrations. To achieve these objectives, a mixed-method approach with a sequential,
explanatory, exploratory design was employed, ensuring a comprehensive and in-depth analysis.
Sampling: Data for this study was collected using a purposive sampling method from all public,
large, and high-tech companies (based on their NAICS code) with M&A activity between 2011
and 2020. The most significant M&A deal during this period was selected for each company, and financial metrics in the year of acquisition and post-acquisition were gathered from two
databases, Mergent Online and WRDS (Mergent, 2024; Wharton Research Data Services,
2024c). The final data set for quantitative analysis comprised 100 large, public, high-tech
companies. M&A leaders from 17 companies were involved in the semi-structured interviews,
12 of which were from the initial dataset of 100 companies. These interviews, conducted over
Zoom, lasted 25-60 minutes and were later transcribed, ensuring the accuracy and reliability of
the data.
Data Analysis: PLS-POS and PLS-Predict were used to analyze quantitative data. Thematic
analysis was used to analyze qualitative data. SmartPLS and Atlas.ti were the tools used for data
analysis.
Results: The quantitative analysis uncovered data heterogeneity, which indicated that postmerger
reconfiguration activities could sometimes positively impact firm performance and at
other times, negatively impact it. This indicated the need for a well-planned orchestration of
post-merger reconfiguration activities to ensure a successful M&A. The qualitative research
revealed that in addition to the post-merger reconfiguration of resources, pre-M&A sensing of
environment, pre-M&A orchestration of the deal, deal phase negotiation based on pre-M&A due
diligence, post-M&A reconfiguration of resources, post-M&A monitoring of performance
metrics and post-M&A adaptation to unexpected changes were the actual antecedents to
successful post-M&A integration. Additional findings indicated that 70% of M&As in the hightech,
public sector were successful which contrasted with the current scholarly perspective that
70-90% of M&As fail.ANTECEDENTS TO M&A SUCCESS: NAVIGATING POST-MERGER INTEGRATIONS i
Abstract
Title of Dissertation: ANTECEDENTS TO M&A SUCCESS: NAVIGATING POST-MERGER
INTEGRATIONS AT HIGH-TECH, PUBLIC
COMPANIES IN THE UNITED STATES - A MIXED METHODS
RESEARCH.
Benita Bommi Felicia Jeyasingh
Doctor of Business Administration, 2024
United Technologies and Raytheon close 135 billion merger, Broadcom acquires VMWare for
49 billion, IBM acquires RedHat for 1.4
trillion in merger and acquisition (M&A) activity every year. Yet, most research studies between
1995 and 2020 indicate that 70%-90% of M&As fail and that they fail due to issues during post-
M&A integration (Cartwright & Cooper, 1995; Kenny, 2020). How is that possible, given the
intense research interest in this field? The lack of resource reconfiguration during post-M&A
integration is considered the primary reason for M&A failure (Bodner & Capron, 2018). This
research takes a unique approach, using the lens of dynamic capabilities theory, to investigate the
impact of post-merger resource reconfiguration on M&A success at high-tech, public companies
in the United States. The study also aims to identify the antecedents to successful post-merger
integrations. To achieve these objectives, a mixed-method approach with a sequential,
explanatory, exploratory design was employed, ensuring a comprehensive and in-depth analysis.
Sampling: Data for this study was collected using a purposive sampling method from all public,
large, and high-tech companies (based on their NAICS code) with M&A activity between 2011
and 2020. The most significant M&A deal during this period was selected for each company, and
ANTECEDENTS TO M&A SUCCESS: NAVIGATING POST-MERGER INTEGRATIONS ii
financial metrics in the year of acquisition and post-acquisition were gathered from two
databases, Mergent Online and WRDS (Mergent, 2024; Wharton Research Data Services,
2024c). The final data set for quantitative analysis comprised 100 large, public, high-tech
companies. M&A leaders from 17 companies were involved in the semi-structured interviews,
12 of which were from the initial dataset of 100 companies. These interviews, conducted over
Zoom, lasted 25-60 minutes and were later transcribed, ensuring the accuracy and reliability of
the data.
Data Analysis: PLS-POS and PLS-Predict were used to analyze quantitative data. Thematic
analysis was used to analyze qualitative data. SmartPLS and Atlas.ti were the tools used for data
analysis.
Results: The quantitative analysis uncovered data heterogeneity, which indicated that post-merger
reconfiguration activities could sometimes positively impact firm performance and at
other times, negatively impact it. This indicated the need for a well-planned orchestration of
post-merger reconfiguration activities to ensure a successful M&A. The qualitative research
revealed that in addition to the post-merger reconfiguration of resources, pre-M&A sensing of
environment, pre-M&A orchestration of the deal, deal phase negotiation based on pre-M&A due
diligence, post-M&A reconfiguration of resources, post-M&A monitoring of performance
metrics and post-M&A adaptation to unexpected changes were the actual antecedents to
successful post-M&A integration. Additional findings indicated that 70% of M&As in the high-tech,
public sector were successful which contrasted with the current scholarly perspective that
70-90% of M&As fail.
Keywords: M&A, merger, acquisition, post-merger integration, high-tech, dynamic capabilities
theory, M&A success.
ANTECEDENTS TO M&A SUCCESS: NAVIGATING POST-MERGER INTEGRATIONS iii
ANTECEDENTS TO SUCCESS: NAVIGATING POST-MERGER INTEGRATIONS AT
HIGH-TECH, PUBLIC COMPANIES IN THE UNITED STATES - A MIXED
METHODS RESEARCH.
By
Benita Bommi Felicia Jeyasingh
Dissertation submitted to the School of Business,
University of Maryland Global Campus, in partial fulfillment
of the requirements for the degree of
Doctor of Business Administration
2024
ANTECEDENTS TO M&A SUCCESS: NAVIGATING POST-MERGER INTEGRATIONS iv
ANTECEDENTS TO M&A SUCCESS: NAVIGATING POST-MERGER INTEGRATIONS v
© Copyright by
Benita Bommi Felicia Jeyasingh
2024
ANTECEDENTS TO M&A SUCCESS: NAVIGATING POST-MERGER INTEGRATIONS vi
Dedication
I am dedicating this dissertation to my God and my parents. I thank God for leading me
through this journey and giving me the strength to finish it. I thank my dad and mom, who are
my support pillars, always praying, encouraging, and rooting for me in whatever I pursue and
instilling in me the courage to dream of the impossible and the diligence to make those dreams a
reality. I can think of innumerable occasions where they have sacrificed their dreams and their
wants to make my dreams come true. Whether near or far, I feel their presence and know they
are watching over me and rooting for me as I take on the next challenge.
ANTECEDENTS TO M&A SUCCESS: NAVIGATING POST-MERGER INTEGRATIONS vii
Acknowledgments
I am filled with immense gratitude for everyone who has supported me throughout this
journey. Above all, I am thankful to God for leading me through this adventure, giving me the
strength to overcome adverse situations, take on challenges that I never expected to take on, and
give me the opportunity to serve Him. It definitely would not have been possible and will not be
possible in the future to continue without His everyday miracles.
I thank my family for supporting me through this journey, especially my son, Joel. There
have been late nights and early mornings when I’ve been engrossed in writing, and he has
encouraged me by either heating dinner or saying an encouraging word. I am also thankful to my
friends for supporting me with prayers and encouraging words.
I thank my dissertation chair, Dr. Monica Sava, for first giving me the opportunity to
choose the research methodology and then trusting that I could overcome the myriad issues with
data access and data collection and still finish my dissertation on time. I’d like to thank my
second and third readers, Dr. Janice Tucker and Dr. Brandon Schweitzer, for their valuable
feedback.
I would also like to especially thank Dr. Cynthia Thomes for providing adequate
guidance when I was running for pillar to post in search of data. I thank Mr. Charles Henry
LaHaie, Assistant Director at the University of Maryland Robert H. Smith School of Business,
for granting me access to the WRDS database. This research would not have taken off without
access to WRDS.
ANTECEDENTS TO M&A SUCCESS: NAVIGATING POST-MERGER INTEGRATIONS viii
I thank all the participants in my study. It was indeed brave of you to accept a Zoom
interview request from a random stranger. I appreciate your time and feedback. Your insights
were instrumental in furthering my knowledge of M&As.
Lastly, I thank my cohort for all the support and feedback. The discussions we have at
our residency and classes have generated many ideas that have percolated into this dissertation.
ANTECEDENTS TO M&A SUCCESS: NAVIGATING POST-MERGER INTEGRATIONS ix
List of Tables
Table 1 Framing the research question using the SPIDER framework. ..................................... 20
Table 2 NAICS codes for the high-tech industry ....................................................................... 21
Table 3 Variables used for the study. ......................................................................................... 33
Table 4 Bias concerns addressed by research methodology. ..................................................... 57
Table 5 Validity concerns addressed by research methodology. ............................................... 58
Table 6 SME feedback and author response .............................................................................. 60
Table 7 Tests for regression assumptions and corresponding results. ....................................... 70
Table 8 PLS-POS Settings ......................................................................................................... 74
Table 9 PLS-POS Results .......................................................................................................... 75
Table 10 Path coefficients for the PLS-POS model. .................................................................. 75
Table 11 PLS-Predict results. ..................................................................................................... 77
Table 12 Data Set Descriptor. .................................................................................................... 84
Table 13 Quotations, Codes, Categories, and Themes ............................................................... 86
Table 14 Translating findings to recommendations. ................................................................ 110
ANTECEDENTS TO M&A SUCCESS: NAVIGATING POST-MERGER INTEGRATIONS x
List of Figures
Figure 1 The theoretical framework of dynamic capabilities theory in the M&A context. ....... 29
Figure 2 Conceptual model of antecedents to successful mergers in the high-tech industry. ... 34
Figure 3 Literature Review ........................................................................................................ 51
Figure 4 Research Design .......................................................................................................... 54
Figure 5 Data collection, inclusion, and exclusion criteria. ....................................................... 66
Figure 6 Dataset used for mixed method research. .................................................................... 68
Figure 7 UHD Process ............................................................................................................... 72
Figure 8 Structural equation modeling with latent variables. .................................................... 73
Figure 9 Graphical representation of PLS-POS path coefficients for Segment (S1) and Segment
(S2). .............................................................................................................................................. 76
Figure 10 Combined Coding Technique. ................................................................................... 83
Figure 11 Research question-based coding. ............................................................................... 86
Figure 12 Data triangulation of quantitative and qualitative results. ....................................... 100
Figure 13 The Revised Conceptual Model. ............................................................................. 104
Figure 14 Revised Theoretical Framework. ............................................................................. 105
Figure 15 Comparing dynamic capabilities theory with other M&A theories. ....................... 107
ANTECEDENTS TO M&A SUCCESS: NAVIGATING POST-MERGER INTEGRATIONS xi
List of abbreviations
AI Artificial Intelligence
CAQDAS Computer-Assisted Qualitative Data Analysis Software
CAR Cumulative Abnormal Return
CB-SEM Covariance-Based Structural Equation Modeling
COGS Cost Of Goods Sold
DC Dynamic Capabilities
DOJ Department of Justice
FIMIX - PLS Finite Mixture Partial Least Squares
FTC Federal Trade Commission
GAAP Generally Accepted Accounting Principles
GVKEY Global Company Key
IATR Intangible Asset Turnover Ratio
IMO Integration Management Office
IPO Initial Public Offering
IRB Institutional Review Board
MAE Mean Absolute Error
M&A Mergers and Acquisitions
NAICS North American Industry Classification System
OLS Ordinary Least Squares
PESTEL Political, Economic, Social, Technological, Legal, and Environment
PLS Partial Least Squares
PLS-POS Partial Least Squares - Prediction-Oriented Segmentation
PLS-SEM Partial Least Squares - Structural Equation Modeling
PMI Post Merger Integration
R&D Research and Development
ROA Return on Assets
ROE Return On Equity
ANTECEDENTS TO M&A SUCCESS: NAVIGATING POST-MERGER INTEGRATIONS xii
ROI Return on Investment
ROS Return On Sales
RMSE Root Mean Square Error
SEC Security and Exchange Commission
SIC Standard Industrial Classification
SPIDER Sample; Phenomenon of Interest; Design’ Evaluation; Research Type
SWOT Strengths, Weaknesses, Opportunities, and Threats
UHD Unobserved Heterogeneity Discovery
US United States
WRDS Wharton Research Data Services
ANTECEDENTS TO M&A SUCCESS: NAVIGATING POST-MERGER INTEGRATIONS xiii
Contents
Abstract .......................................................................................................................................... i
ANTECEDENTS TO SUCCESS: NAVIGATING POST-MERGER INTEGRATIONS AT
HIGH-TECH, PUBLIC COMPANIES IN THE UNITED STATES - A MIXED
METHODS RESEARCH. ........................................................................................................... iii
Dedication .................................................................................................................................... vi
Acknowledgments ....................................................................................................................... vii
List of Tables ............................................................................................................................... ix
List of Figures ............................................................................................................................... x
Chapter 1: Introduction and Overview of the Management Problem................................... 16
Introduction ............................................................................................................................. 16
Problem Statement.................................................................................................................. 17
Research Question .................................................................................................................. 19
Significance of the study ......................................................................................................... 23
Theoretical Framework .......................................................................................................... 25
Study Variables and Conceptual Framework ...................................................................... 29
Independent variables ........................................................................................................ 29
Control variables. ................................................................................................................ 30
Mediating variable .............................................................................................................. 31
Dependent variables............................................................................................................ 32
Chapter 2: Literature Landscape .............................................................................................. 35
M&A theories .......................................................................................................................... 35
Pre-deal M&A phase theories ............................................................................................ 35
M&A deal phase theories ................................................................................................... 36
Post-M&A integration theories ......................................................................................... 37
M&A literature landscape ..................................................................................................... 38
Pre-deal phase ..................................................................................................................... 39
Deal phase. ........................................................................................................................... 41
ANTECEDENTS TO M&A SUCCESS: NAVIGATING POST-MERGER INTEGRATIONS xiv
Post-deal phase .................................................................................................................... 43
Future M&A concepts ............................................................................................................ 50
Big Data and AI ................................................................................................................... 50
Sustainability focus ............................................................................................................. 50
Cross-industry alliances ..................................................................................................... 50
Chapter 3: Research Design and Methodology ........................................................................ 52
Research design. ...................................................................................................................... 52
Research Philosophy ............................................................................................................... 53
Data collection design ............................................................................................................. 54
Data analysis and synthesis design. ....................................................................................... 55
Point of interface ..................................................................................................................... 56
Bias and validity concerns. ..................................................................................................... 57
Subject Matter Expert Review (SME review) ...................................................................... 58
Researcher reflexivity statement ........................................................................................... 62
Chapter 4:Executing the Research Methodology .................................................................... 63
Data Collection – Quantitative Data ..................................................................................... 63
Data collection algorithm ................................................................................................... 63
Data Collection and Processing Tool ................................................................................ 65
Data Collection – Qualitative Data ........................................................................................ 67
Chapter 5: Analysis and Synthesis ............................................................................................ 69
Quantitative Data Analysis and Synthesis ...........................................................