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.
| Identifer | oai:union.ndltd.org:waldenu.edu/oai:scholarworks.waldenu.edu:dissertations-8697 |
| Date | 01 January 2019 |
| Creators | Ramteke, Sachin Kakaji |
| Publisher | ScholarWorks |
| Source Sets | Walden University |
| Language | English |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | Walden Dissertations and Doctoral Studies |
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