Owners of small retail businesses who fail to implement adequate managerial strategies experience reduced profits and sustainability challenges. Small businesses account for 85.3% of the market, and 66% of small businesses fail within the first 5 years due to low sales and personnel issues. The purpose of this multiple case study was to explore the managerial strategies that owners of successful small retail businesses implemented to sustain their operations for longer than the first 5 years. The population for the study included owners of 3 small retail businesses in the southeastern region of the United States, who successfully implemented managerial strategies and remained in business for longer than 5 years. Data were collected from semistructured interviews with the owners and from a review of the company websites and social media pages. Systems theory and the general systems theory was the conceptual framework for the study. Data were analyzed in accordance with Yin's 5-phase data analysis process consisting of pattern matching, explanation building, time-series analysis, program logic models, and cross-case synthesis. Three themes emerged from the data analysis: updating the business model, addressing customer feedback, and enhancing business efficiency. The findings of this study could contribute to positive social change by providing insights for owners of small retail businesses regarding strategy execution for managerial approaches that increase business productivity, which may lead to the improved economic wellbeing of some employees as well as positive contributions to the communities' retail businesses serve.

Research shows that due to a lack of strategy in managing human resources (HR), small businesses frequently close within the first 5 years of operation. The purpose of this multiple case study was to explore the strategies that HR managers used to maintain business operations for longer than the first 5 years. The targeted population comprised 2 owners of small business in North Carolina who used HR strategies successfully to sustain their businesses for longer than 5 years. Data collection methods included face-to-face, semistructured interviews and the review of the company documents associated with owners of the businesses and their attempts to remain in operation for longer than 5 years. A modified van Kaam method was used for data analysis. Three key themes emerged from data analysis: (a) effective leadership, (b) organizational structure, and (c) work climate. The results of the study indicated that HR strategies are critical to the sustainability of small businesses. The implications for positive social change include providing guidance to owners of small businesses regarding effective HR strategies that might help to sustain small businesses and their roles in job creation, innovation, competition, and economic growth in the United States.