Graduate School of Business
Doctor of Business Administration (DBA)
strategic projects, employee engagement
Kilby, Melonie Johnson, "Non-Executive Engagement in Strategic Projects" (2021). Doctoral Dissertations and Projects. 3182.
This qualitative research case study explored the engagement of low-level employees in strategic projects in a nonprofit organization. The general problem addressed is the minimal non-executive employee engagement in strategic project implementation resulting in failed objectives. The purpose of the study was to add information to the body of knowledge concerning employee engagement and strategic decision-making. Research questions examined how employees were engaged in strategic projects within their organization and what motivated those individuals to participate. The study consisted of 23 interviews for primary data collection and 42 questionnaire participants for triangulation purposes. Six themes emerged from the data analysis. The themes included participation requests, culture of care, motivation and employee relations, levels of empowerment, time constraints, and absence of knowledge. These themes are relevant to business in that they provide insight into how employees are motivated to participate in strategic projects. In completing an analysis of the data gathered and themes, it was noted that the nonprofit organization studied has higher engagement of low-level employees than found in the literature. There were two main key ideas found as to why this engagement is higher within this organization. The first is that leadership encourages participation in strategic projects, and secondly, that the overall culture of the organization is one that makes employees wish to participate because they feel committed to the mission of the organization.