Dissertation/Thesis Abstract

A Business Case for Return on Investment: Understanding Organizational Change
by Henderson-Carter, Rya S., D.B.A., Walden University, 2014, 158; 3644831
Abstract (Summary)

Since 2010, 2,000 U. S. leaders spent $150 billion on return on investment (ROI) training, yet questions still exist on how to measure the benefits of organizational change. The purpose of this embedded single-case study was to explore how business leaders could use ROI to characterize the benefit of intervention strategies for organizational change. Stakeholder theory and Maslow's hierarchy of needs theory formed the conceptual framework for this study. A purposive sample of 20 civilian personnel managers located at a medical facility for veterans in central Texas participated in semistructured interviews. The 5 primary themes that emerged using thematic analysis were (a) training, (b) leadership, (c) communication, (d) recognition, and (e) consistency. Implications for positive social change include the possibility of organizational leaders applying these findings to develop better intervention strategies. Such interventions could improve processes for stakeholders and create an open dialogue with business leaders within the government sector.

Indexing (document details)
Advisor: Dooley, Gwendolyn C.
Commitee: Ghormley, Yvette
School: Walden University
Department: Applied Management and Decision Sciences
School Location: United States -- Minnesota
Source: DAI-A 76/03(E), Dissertation Abstracts International
Subjects: Business administration, Economic theory, Public administration
Keywords: Hierarchy of needs, Intervention strategy, Performance, Return on investment, Stakeholder theory, Veteran
Publication Number: 3644831
ISBN: 978-1-321-33222-3
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