There has been slow growth among traditional residential real estate organization managers to communicate among the real estate industry successful e-commerce strategies. Grounded in diffusion of innovation theory, the purpose of this descriptive case study was to explore strategies traditional residential real estate managers use to compete with e-commerce real estate managers. The study population comprised traditional real estate office managers in western Nebraska who had at least 5 years' experience in developing successful e-commerce strategies and had sold a home in the past 5 years. I conducted a thematic analysis on the data collected via semistructured interviews and company documents. Four themes emerged from the analysis, including establishing and maintaining multiple e-commerce websites, regularly monitoring websites, establishing a visible presence on multiple e-commerce websites, and preparation to evolve as technology evolves. The study's implications for positive social change include the potential for traditional residential real estate organization managers' to develop and use new and useful strategies for overcoming barriers and effectively competing with e-commerce real estate organizations to remain competitive in the local economy through job creation, innovation, and competitiveness to sustain their businesses.

Successful transformation projects in the retail banking industry focusing on improving customer experiences have yielded a verified increase in earnings per employee. The purpose of this single case study was to reveal the strategies used by transformational team managers to ensure improved customer experiences. The stakeholder theory was used as the theoretical framework to analyze the interplay between the project team and the base organization during the process of improving customer experiences. The population consisted of 6 managers of transformational teams in the Danish retail banking sector who were successfully delivering on assigned goals of improving customer services. The data were collected through both semistructured interviews and review of relevant company documents. Establishing a transparent and detailed audit trail in a combination of using member checking process contributed to the credibility and transferability of the findings. Applying a textual analysis provided the foundation for the development of a systematic hierarchical coding system based on mind mapping visualization of clusters of findings. The outcome led to the emergence of 3 themes: the ability to verify customer needs through various sources; the ability to engage and mobilize relevant internal stakeholders; and the ability for the transformational team to be agile, improvise, and adaptive to emerging challenges. Implications for positive social change include improved area customer experiences enabling customers to plan for a better economic future. Employees will benefit from improved customer experiences with more satisfied customers, which could lead to increased revenue and extended and more stable employment.

According to the U.S. Small Business Administration, African Americans are the fastest growing entrepreneurial minority group in the United States. However, they suffer the highest business failure rates. The research design for this study was a multiple case study to explore the strategies small business owners used to succeed in business beyond 5 years. The conceptual framework for this study was the systems theory. The population was small business owners in the Dallas-Fort Worth metropolis, Texas. Data collection sources included semistructured interviews, company documents, company websites, and site visit observations. The data analysis process included data cleaning, uploading transcribed interviews into qualitative data analysis software, organizing and coding, and conducting methodological triangulation against company documents. The thematic analysis led to the identification of 6 major themes contributing to company sustainability. The predominate themes included entrepreneur qualities, adequacy or lack of collateral, financial planning, and market qualities. The consensus among participants denoted that in a business environment characterized by market differentiation, effective financial planning and unique entrepreneurial characteristics contributed to company sustainability. The findings revealed several features of the successful business owners such as education, professional background, motivation, creativity, negotiation skills, networking, risk-taking, and self-efficacy were critical for company sustainability. The positive social change includes increasing the rate of small business success, supporting the U.S. economy, and improving financial security for African American entrepreneurs, their families, employees, and the community.

Ghanaian banks struggle to maintain sufficient capital after the Bank of Ghana increased the minimum capital requirement as a buffer against the 2008 financial crisis. Grounded in the efficient structure theory (EST), the purpose of this correlational study was to examine the relationships between efficiency, size, risk, and ownership structure on banks' performance when minimum capital requirement increases. Archival data were collected from PricewaterhouseCoopers website covering all Ghanaian banks with available data for the 5-year period ending 2013. Initial one tail paired sample t tests revealed significant increases over time for efficiency, t(21) = 3.849, p -?¤ .001, net interest margin (NIM), t(21) = 5.201, p -?¤ .001, return on equity (ROE), t(21) = 1.833, p -?¤ .041, and risk t(21) = 3.614, p -?¤ .001. The results of the multiple regression analysis indicated the EST models could significantly predict bank performance for the 5-year period ending 2013. X-efficiency model could predict NIM F(8, 123) = 6.94, p =.00, R2 = .288, efficiency and ownership type were statistically significant with efficiency (t = 6.09, p -?¤ .001) denoting higher to the model than foreign banks (t = 2.96, p -?¤ .004). While, scale efficiency model could predict ROE, F(8, 123) = 5.18, p =.00, R2 = .133, ownership type and size were statistically significant with State banks (t = -2.26, p -?¤ .025) denoting more to the model than size (t = 2.00, p -?¤ .047). Society can benefit from the results of this doctoral study because investors, bank of Ghana, and bank managers could better predict the banks' performance based on the information from the study, which may lead to a higher families' confidence in the positive contribution of banks in their communities.

Return on equity is often associated with prudent risk-taking and the attraction of new clients in advanced economies like the United States, where shadow banks are not regulated. Researchers have contended that freedom from regulation encourages risk-taking and earning of higher profits, but there is a lack of empirical evidence addressing this relationship. The purpose of this quantitative study was to investigate whether lack of regulations result in increased return on equity. The theoretical framework was regulatory arbitrage by Ricks M, Gennaioli N, Shleifer A, and Vishny R. The research question addressed the relationship between regulation, profit margin, leverage, asset turnover, economic condition, and strategy, and the bottom-line of banks (traditional and shadow) as measured by return on equity. A quasi-experimental design was used to examine data from 42 annual returns filed using Security and Exchange Commission (SEC) Form 10-K from U.S. banks with Standard Industrial Classification (SIC) Code 6021 and 6211. Multiple regression was used to analyze the data. Results indicated that regulation did not show any significant correlation with the bottom-line of banks as measured by return on equity. However, there was a significant correlation between the bottom-line banks and other independent variables including profit margin, leverage, and asset turnover. This study contributes to positive social change by assisting regulators and lawmakers in improving their roles in regulating traditional and shadow banks, thereby reducing the likelihood of crises in the U.S. banking system.

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.

Nonprofit organization leaders increasingly encounter social burdens and financial difficulties, jeopardizing ongoing success and organizational sustainability. The purpose of this single-case study was to explore revenue diversification strategies used by 3 leaders of a small nonprofit organization in the mid-Atlantic region of the United States through the conceptual lens of modern portfolio theory. Data were collected via in-depth semistructured interviews, and member checking was used to facilitate accuracy, consistency, and integrity. Methodological triangulation included a document review and analysis of financial statements, tax returns, strategy objectives, the organizational website, social media, and nonprofit data reports. Data from documents and interviews were manually coded, and themes were identified using thematic analysis. Six themes emerged related to process strengths and opportunities for improvement including capitalizing on a mission-driven workforce; using a systematic strategic planning process; building relationships with partners, suppliers, and collaborators; integrating performance measures to areas of importance; and developing and implanting systematic methods to assess customer satisfaction and workforce engagement. The findings from this study might contribute to positive social change by providing revenue diversification strategies and the supporting processes that leaders of small nonprofit organizations can use to enhance existing services, expand community programs, and create ongoing organizational success.

Many financial leaders lack strategies to make the timely fiscal reporting needed for business to obtain profitability, competitive advantage, and sustainability. The purpose of this single case study was to explore successful strategies used to complete efficient closing cycles to evaluate performance and support business decisions. The conceptual framework for this study was process improvement and the theory of constraints. Data were collected from semistructured interviews with 5 purposively selected leaders; data were supplemented with information from the organization's website and print materials. Financial leaders who had developed successful strategies to complete timely financial statements were selected to participate in the study from a U.S. healthcare organization. Data were analyzed using Yin's 5-step approach, which included examining, categorizing, tabulating, creating a data display, and testing the data. Transcript review validated that emerging themes were in alignment with participant experiences. Four major themes emerged from data analysis: provide training and professional development, promote teamwork, engage in effective communication, and use information technology. Social change implications include potential process improvement in hospitals that could provide insight into specific system processes that contribute to the rising cost of global healthcare. Financial leaders achieving increased profitability through process improvement could enable administrators to make financial contributions to their communities, expand to new markets, and create new employment opportunities.

Investing in employee engagement is beneficial to ensuring an organization's ability to sustain and improve productivity and performance. The purpose of this single case study was to explore effective leadership strategies leaders used to increase employee productivity. The population for this study were 6 bank leaders from Mississippi with a minimum of 5 years of experience implementing effective strategies to increase employee productivity. The conceptual framework for this study was Bass's transformational leadership theory. Data were collected using semistructured interviews, observations, and a review of company documents. The data analysis process involved Yin's 5-step approach, methodological triangulation, and member checking to identify common patterns, develop themes, and verify data for accuracy. The 4 emergent themes in the study were lead by example, encourage, promote teamwork, and implement rewards. The findings indicated that bank leaders improved employee productivity using transformational leadership by maintaining active employee engagement, communicating clear goals, and building positive leader-employee relationships. The implications of this study for positive social change include the potential for leaders in the banking industry to improve employee engagement, which may lead to a higher level of employee performance and commitment, reduced turnover, and enhanced organizational profitability. Organizations that are profitable can help stimulate the local economy by contributing earned profits to the community in areas such as schools, housing development, and community centers.

Healthcare administrators have regarded employee motivation and performance as significant factors because of the challenges with employee disengagement, which may decrease patient satisfaction and profitability for healthcare organizations. The number of available jobs within healthcare continues to increase at a high rate, while the total hires within the healthcare industry decreased from 2.9% in December 2014 to 2.7% in January 2015. Motivation in the workplace is a continuous concern for organizational leaders, more specifically for the health care industry. Based on Vroom's expectancy theory, the purpose of this single-case study was to explore the motivational strategies healthcare organizations' leaders could implement to improve the performance of entry-level medical service employees. Data collection consisted of direct observation and semistructured interviews of 4 leaders and 22 entry-level medical service employees at a health care organization in the Piedmont Region of North Carolina. Data analysis included the use of multiple sources of data collection, along with the use of member checking with interview transcripts, which allowed triangulation and verification of the themes derived from the interview data. The 2 main themes revealed were workplace motivation and organizational leadership, which affects employees' performance and organizational effectiveness. Business leaders in organizations may use the findings of this study to increase employee organizational commitment, which could improve the U.S. health care industry turnover rates. Social change implications include the importance of the need for leaders to develop effective motivational strategies for motivating employees.