Date

12-7-2023

Department

Graduate School of Business

Degree

Doctor of Business Administration (DBA)

Chair

Lorna DeShay

Keywords

Federally Qualified Health Center, strategic management, strategy, non-profits, strategic planning

Disciplines

Business

Abstract

This qualitative multiple case study included the challenges non-profits, specifically Federally Qualified Health Centers (FQHC) leaders face when utilizing ineffective methods for strategic planning and management. The researcher conducted 21 semistructured interviews with critical decision makers involving executive, senior, and middle managers at three health centers in Texas to obtain a better understanding of their perspective on strategic planning and management. The results of the findings revealed that FQHC leaders face many barriers that limit their success or expansion of the mission, organizational growth, financial stability, and strategic alliances. However, the results demonstrated that leaders from non-profits, particularly FQHCs can create and produce sustainable and practical business applications when leveraging dynamic capabilities, systems thinking, and effective human asset management concepts. Additionally, the results showed that improving organizational culture, leadership competencies, and strategic alliances impact strategic management processes and practices. Furthermore, the results of the study proposed practical strategies to assist leaders in the management of planning, development, and implementation of strategic initiatives, leading to increased profitability, productivity, and financial sustainability. This research could fill a potential gap in identifying the need for effective strategic management processes for FQHCs.

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