Theses and Dissertations

Date of Award

2026

Document Type

Dissertation

Degree Name

Doctor of Education (EdD)

Department

Abraham S. Fischler College of Education and School of Criminal Justice

Advisor

Deeb Paul Kitchen

Committee Member

Katrina Pann

Committee Member

Kimberly Durham

Keywords

accountability, accountability mechanisms, board leadership, communication, document reviews, implementation, implementation planning, implementation process, leadership behaviors, leadership engagement, leadership practices, multiple case study, nonprofit executives, nonprofit leaders, nonprofit organizations, organizational culture, organizational processes, organizational systems, performance monitoring, qualitative research, resource allocation, semi-structured interviews, strategic management theory, strategic plan implementation, strategic plan initiatives, strategic planning, strategic planning cycles, strategic plans, strategy, strategy implementation

Abstract

Nonprofit organizations invest significant time and financial resources into developing strategic plans that paint a vision for the organization’s future. However, research suggests that approximately 60–90% of strategic plans are not successfully implemented. As nonprofit organizations face increasing demands, understanding the factors that contribute to successful strategic plan implementation is essential.

The purpose of this qualitative multiple case study was to understand the lived experiences and perceptions of nonprofit executives and board leadership regarding best practices for successful strategic plan implementation, providing insights that can assist with identifying and understanding the efficacy and impact of strategic plan initiatives within the nonprofit sector and to identify and outline specific tools, methodologies, and best practices applied by nonprofit organizations during the implementation phase of strategic planning.

Guided by strategic management theory, the study examined how leadership practices, organizational processes, communication, accountability, and organizational culture influence implementation success. The study explored nonprofit leadership perceptions on the factors that guide successful strategic plan implementation, including leadership engagement, implementation planning, performance monitoring, and accountability mechanisms.

Utilizing a qualitative multiple case study design, the researcher analyzed nonprofit leaders that completed successful strategic plan implementation within the previous five years. Data was collected through semi-structured interviews with 10 nonprofit leaders, supplemented by organizational document reviews.

The researcher interpreted that successful execution depends less on the strategic plan itself, but rather on the leadership behaviors and organizational systems that support implementation. Future research should examine strategic plan implementation from the perspectives of frontline staff and mid-level managers, frequency and timing of strategic planning cycles, the relationship between resource allocation, and strategic plan implementation.

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