Some global manufacturing businesses fail to reach an adequate level of financial performance within 5 years. The purpose of this single case study was to explore innovation strategies that business leaders of a global machinery manufacturing company in northwestern Illinois used to increase profit margins. The conceptual frameworks for this study included the holistic innovation model and the disruptive innovation theory. A purposeful sample of 9 business leaders who had more than 5 years of experience in the manufacturing industry and more than 2 years of experience using innovation strategies participated in the study. Data were collected from semistructured in-depth interviews and business documents, including multiyear strategic plans, annual reports, marketing campaign fliers, sustainability reports, customer needs documentation, statements, and other relevant information from the company’s website. Data analysis involved manual and computer-aided techniques to compile the data, disassemble the data into codes, and reassemble the data into themes. The overarching theme emerging from data analysis was the importance of increasing a firm’s competitiveness and sustaining profitable growth. There were 8 subthemes: distinctive customer experience, technology-based modernization, distinctive product quality, business model advantage, diversity of thoughts and inclusion, strategic partnerships and alliances, speed, and win in aftermarket. The implications of this study for positive social change include the potential to provide business leaders with evidence-based ideas to improve economic strength and sustainable development in the community.
|Commitee:||Klein, Jaime, Knight, Matthew|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 81/4(E), Dissertation Abstracts International|
|Subjects:||Business administration, Management, Sustainability|
|Keywords:||Innovative strategties, Global manufacturing business|
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