Date

5-16-2024

Department

Graduate School of Business

Degree

Doctor of Business Administration (DBA)

Chair

Arnetra Arrington

Keywords

Project Management, Micro-Business, Small Business, Strategic Goals, Business Strategy

Disciplines

Business

Abstract

This flexible case study delves into the challenges micro-businesses in Ontario face, where the informal nature of operations and unique goal-setting processes are seen as obstacles to achieving strategic goals. Despite project management being proven to improve business success, many micro-businesses do not engage in formal processes. The research, employing a flexible case study methodology involving 15 micro-business founders in Ontario, explores the approaches used, differences in outcomes when goals are achieved versus not, and the role of project management in mitigating potential business failure. Analysis reveals five key themes, including lack of defined strategic goals, the unintentional use of an informal project management approach, and referrals and relationship building as an informal strategy for business sustainability. The findings provide an understanding of the dynamics at play in micro-businesses, offering practical implications for integrating systems into business planning and operations for sustained success. This study contributes valuable insights to micro-business owners, researchers, and project management professionals, emphasizing the importance of integrating informal project management processes into business operations for sustained success in the micro-business landscape.

Download

Included in

Business Commons

Share

COinS