In the United States, small businesses have a high failure rate, with approximately 50% going out of business during the first 5 years. The purpose of this multiple case study was to explore strategies small business owners in the mid-Atlantic region of the United States used to stay in business for more than 5 years. Entrepreneurship theory provided the conceptual framework for the study. A sample of 5 small business owners participated in semistructured face-to-face interviews, and additional data were collected from field notes, observations, and review of artifacts related to small business success and longevity. Data were analyzed using Yin's 5 stages of coding to reveal 4 themes: solve a problem, ensure start-up money, address marketing, and provide great customer service. Proper planning that addressed all 4 themes was the most important leadership strategy to sustain small businesses beyond 5 years. The results of this study might bring about positive social change by helping small business owners to ensure business growth, increase revenues, stimulate job creation, foster social unity, and promote local economic stability.

Compared to their urban counterparts rural small businesses face unique socio-economic and environmental challenges including isolation, lack of resources, poverty, limited networks, and a smaller population of working age adults. The purpose of this qualitative case study was to explore effective strategies that rural small business managers have used to sustain a business in their area. The population for this study included a purposeful selection of 8 rural small businesses. Institutional theory served as the conceptual framework for this study. Data was collected using semi-structured face-to-face interviews of participants. The data was analyzed and coded by using a modified Van Kaam method which revealed themes: (a) customer satisfaction, (b) advertising, and (c) location. Participants considered customer satisfaction, advertising, and location when creating businesses strategies to remain sustainable beyond 5 years. This study may contribute to positive social change by enabling more rural businesses to remain within the economic cycle of the U.S. economy, and offer a more stable employment outlook, hence supporting more families in rural areas.

Small businesses represent over 99% of all United States businesses and are engines of economic growth and job creation. In 2018, the Small Business Administration estimated that a total of 30.2 million small businesses employed over 58.9 million workers. Small businesses are known to face significant challenges, and most fail within 5 years of startup. The purpose of this multiple case study was to explore strategies that owners of small accounting businesses used to sustain their organizations for longer than 5 years. The population in this study consisted of 5 owners of small accounting businesses in Michigan. The conceptual framework for the study was human capital theory. Data were collected through face-to-face, semistructured interviews and review of documents. The analysis of collected data yielded themes that included market research and competitive analysis, excellent customer service, passion for accounting and arduous work, and retention of skilled and competent employees. The findings of this study may be applied to bringing about positive social change by enhancing small business owners' competence and promoting business growth. Additionally, the use of the results of this study may promote economic activities and sustainability by stimulating job creation and reducing unemployment.

Small businesses make up about 90% of all business entities and employ about 60% of the total workforce, yet 50% of small businesses fail within their first 5 years. The purpose of this qualitative multiple case study was to explore how SBOs use the appropriate product diversification strategies to remain sustainable. The sample population were 3 small retail business owners in a large-sized county in the Washington, D. C. metropolitan area who employed fewer than 19 people and have successfully used product diversification strategies to remain sustainable beyond 5 years. Data were collected through interviews, observations, and company document reviews. Data analysis entailed using an alphabetic coding process to identify the frequency and importance of themes. Grounded in the conceptual framework of the model of market orientation, this study revealed 4 themes that could help small business owners use the appropriate product diversification strategies to remain sustainable: customer-centric decision-making, market-trend orientation, resource orientation, and complementary products and services. The implications for positive social change include the potential to give small business owners a decision-making framework to achieve sustainability and growth, which would contribute to healthy economic conditions through consumerism, higher employment rates, and a reduction in poverty. The findings of this study could benefit local, small businesses and communities.

Small business owners generate jobs within the local community, but half of new business owners often fail to sustain operations for the first five years. The purpose of this qualitative descriptive study was to explore strategies that small business owners in central Texas used to sustain their businesses beyond the first 5 years. Schumpeter's theory of economic development grounded the study. Data collection included semistructured face-to-face interviews with a purposeful sample of 20 small business owners due to their success in creating strategies resulting in sustaining their businesses beyond 5 years in a postrecession business environment. All interpretations from the interview data included member checking to validate the credibility of the findings. Using the van Kamm method for thematic analysis, four themes emerged that included conducting business near federal and state organizations, having a business mentor, improving competitive positioning by focusing on improving both the quality of goods and services as well as innovating the customer experience, and adapting to rapidly changing economic conditions and destabilizing events with optimism and perseverance. Of these, the two most successful strategies entrepreneurs employed to improve survivability was conducting business near federal and state organizations with concentrated levels of workforce employees for sustained levels of returning business, as well as having one or more business mentors as an external source of entrepreneurial mentorship or information. Social change implications for small business owners include the potential to provide new strategies for small business sustainability, reductions in local unemployment rates, and improved community-based networks.

According to U.S. Small Business Association, the failure rates for small businesses in 2014 were as high as 50% to 80% within the first 5 years of establishment. Failure rates were especially high among restaurant businesses. The purpose of this study was to explore the strategies that small business owners needed to sustain their businesses beyond the first 5 years. Guided by entrepreneurship theory as the conceptual framework, a case study was conducted with semistructured interviews of 3 successful Thai restaurant owners in Salt Lake City, Utah. Member checking and methodological triangulation with field notes, interview data, company websites, customer comments, and government documents help ensure theoretical saturation and trustworthiness of interpretations. Using precoded themes for the data analysis, the 7 themes from this study were entrepreneur characteristics, education and management skills, marketing strategies and competitive advantages, social networks and human relationships, technology and innovation, government supports and social responsibility, and financial planning. Two key results indicated the strategies that were needed for small business owners were entrepreneur management skills and government support for small businesses. These findings may influence positive social change by improving small business owner efficiency and sustainability, increasing higher business income, providing a better quality of living for employees and the well-being of the community, and benefiting the U.S. economy.

In the United States, 20% of newly established small businesses, including small businesses in the life insurance industry, fail within 2 years, and over 50% of them fail during the first 5 years. The purpose of this multiple case study was to identify and explore the strategies that life insurance brokerage owners use to sustain business operations beyond 5 years. Porter's 5 forces model served as the conceptual framework for exploring this subject matter. Owners of 3 separate small life insurance brokerage firms in Texas, who sustained their businesses beyond 5 years, participated in semistructured interviews. A secondary source of data was relevant company documents. Methodological triangulation and member checking assured the reliability and validity of the interpretations. Through thematic analysis and supporting software, 5 themes emerged: exceptional customer service, relationship-building, efficient promotional strategies, regular training of salespersons, and hiring the right employees. The application of the findings of the study could contribute to positive social change by reducing unemployment and thereby catalyzing an economic environment supporting employees, families, and communities.

Small businesses are considered the backbone of the U.S. economy with significant contributions in the areas of job creation and economic development. However, 79% of small businesses fail within the first 5 years. This multiple case study aimed to explore strategies and knowledge of resources that owners of small businesses used to sustain business operations for longer than the first 5 years. The population included 5 minority owners of small businesses in Texas. Chaos theory formed the conceptual framework. The data collection process included semistructured interviews, member checks, field notes, company artifacts, and archival documents. Data were analyzed using Yin's data analysis steps of compiling, disassembling, reassembling, interpreting, and concluding. Three themes emerged from the analysis: effective management of the business environment, effective planning, and business owners' skills and knowledge. The U.S. Small Business Administration, local chambers of commerce, and owners of small businesses may benefit from the findings of this study by gaining an understanding of successful minority owners of small businesses' implemented strategies that enable business success and profitability. The implications of this study for positive social change include identifying sustainable strategies minority owners of small businesses can use to advance business growth, increase financial security, achieve employee job sustainability, and potentially stimulate the local community with job creation.

According to the Cameroon Ministry of Economy, Planning, and Regional Development, small and medium-sized enterprises (SMEs) employ over 70% of the active population and contribute significantly to economic growth and development, yet the failure rate of SMEs in the region within the first 5 years remains at 72%. The purpose of this multiple case study was to explore the strategies that SME owners used to sustain their businesses for longer than the first 5 years. With the resource-based view as the conceptual framework, purposive sampling was used to select 5 owners of small food-processing enterprises in Cameroon who demonstrated successful sustainability strategies. Data were collected using semistructured, open-ended interviews and review of business documents. Data were analyzed using member checking and methodological triangulation. Yin's 5- step process for data analysis revealed 9 themes including education, technical experience, and skills; entrepreneurial and business management skills; access to external support; bookkeeping and working capital management; human resource management; owners' dedication and commitment; research and development and marketing strategies; resource-based strategic planning; and owners' understanding of the business ecosystem, regulations, and taxation. The results may contribute to positive social change by increasing the survival rate for SMEs leading to job creation and improvement of the living standards in local communities.