ORCID Number
0009-0000-7248-3249
Date of Award
Fall 2025
Access Type
Dissertation - Open Access
Degree Name
Doctor of Philosophy in Aviation Business Administration
Department
Aviation Business Administration
Committee Chair
Sohel Imroz
Committee Chair Email
IMROZS@erau.edu
First Committee Member
Jennifer Hinebaugh
First Committee Member Email
hinebb07@erau.edu
Second Committee Member
Nancy Lawrence
Second Committee Member Email
lawre353@erau.edu
Third Committee Member
Michael E. Wiggins
Third Committee Member Email
wigginsm@erau.edu
College Dean
Norbert J. Zarb
Abstract
The main objective of this study was to unpack the barriers around diversity, equity, and inclusion (DEI) initiatives, and then provide best practices to improve DEI efforts in the aerospace and defense (A&D) industry. There has been a multitude of research conducted on DEI in the past few years. However, very little research has focused on DEI practices in the A&D industry. This case study focused on one large company in this industry to explore and understand various aspects of DEI initiative implementation. As organizations strive to meet industry and client objectives, as well as address employee needs, two research questions were explored in this study. First, what are the barriers in implementing diversity, equity, and inclusion initiatives/programs in the aerospace & defense industry? Second, what are the best practices to overcome the diversity, equity, and inclusion implementation barriers and then attract, retain, and develop diverse talent in the aerospace & defense industry?
The research involved conducting interviews with 16 participants who held different titles/roles and levels within the chosen A&D organization. Data analysis was carried out using member validation and check, data triangulation, and a grounded theory approach. As a data analysis tool, NVivo software was used, which provided a user-friendly interface for coding, categorization, and data exploration. The qualitative research approach resulted in 11 themes. The first theme concerned employees perceiving opposition inside the organization toward the implementation of DEI, as there is reluctance to adopt any changes. The second theme signified that DEI initiatives are present; however, their implementation is deficient. The third theme indicated many employees inside the corporation are unaware of DEI policies and believe the company must recognize its lack of DEI efforts and programs. The fourth theme involved microaggressions and stereotyping, compounded by unconscious bias, which fosters a hostile climate within the company, hence posing a hurdle to effective DEI implementation. The fifth theme signified the capacity to effectively attract, retain, and develop diverse talent inside the organization, serving as a DEI barrier. The sixth theme indicated employees perceive the business as struggling to uphold the status quo, reminiscent of a military setting and a historically White male-dominated industry, characterized by the “good ole boys club.” The seventh theme pertained to regions inside the country that do not possess a significant A&D industry, inherently excluding most talent and limiting exposure. The eighth theme pertained to the association between the social environment, influenced by political or geographical factors, including climate, and employee mobility, resources, and career success. The ninth theme illustrated that minority employees, when well trained, encouraged, and communicated with, exhibit a heightened degree of involvement and discretionary effort, hence increasing their likelihood of achieving success inside the organization. The 10th theme involved the representation of individuals from diverse backgrounds in senior leadership positions and recruitment materials, as well as inside the workplace, signaling a company’s commitment to diversity. The 11th theme entailed establishing a supportive environment through mentorship programs for diverse people, exposing them to unique career paths and opportunities.
The results of this study provide a pragmatic strategy for leaders of companies in the A&D industry to use to improve their efforts in promoting DEI. This study enhances the existing body of knowledge and offers valuable insights through qualitative research on how A&D businesses can achieve optimal DEI results.
Scholarly Commons Citation
Bailey, Jeremy A., "Barriers and Best Practices in Diversity, Equity, and Inclusion (DEI) Initiatives: A Case Study from the United States Aerospace and Defense Industry" (2025). Doctoral Dissertations and Master's Theses. 930.
https://commons.erau.edu/edt/930
