Date of Award

8-2021

Degree Type

Dissertation

Degree Name

Doctor of Management (DMgt)

First Advisor

Jean-Marc Choukroun, PhD

Second Advisor

Rosa Colon-Kolacko, PhD

Third Advisor

John Grigsby, JD, LLM

Abstract

This dissertation aims to describe how I can create a new business model to address the need to intervene in systemic issues in an organization (i.e., decision making, cultural gaps, role definition, conflict styles, business practices, value proposition, process capability, and data collection) and its community (i.e., alcoholism, blight, crime, disease, drug addiction, education reform, and underserved community unemployment) and create a better interdependent connection between strategic management, business model innovation, financial planning, corporate sustainability, and economic development processes in a business model to improve systemic issues in an organization, and community permitting it to perform effective and efficient social and financial initiatives. Furthermore, this dissertation gives a fresh, innovative perspective on an alternate business model after contributing a deep viewpoint into the business model innovation, strategic management, financial planning, corporate sustainability, and economic development of an organization's current business model. The scope of the integrative literature review will cover the five spheres used to formulate an alternative business model, including the business model innovation, strategic management, financial planning, corporate sustainability, and economic development processes. The case study poses the qualitative approach using hypotheses as to the three proposed explanations for the phenomena of business model innovation, strategic management, financial planning, corporate sustainability, and economic development interconnection. After data collection from numerous sources, the Alternate Business Model (ABM) theory is the diagnostic or active interdependent operation of all the processes to formulate a strategic plan to change systemic issues. In this case, the ABM was more diagnostic rather than active dynamic. Finally, I contribute as implications just how an organization may use tools, methodologies, and the components of the ABM to change social practices.

Comments

A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Management in Strategic Leadership

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