Abstract

The purpose of this qualitative phenomenological study was to explore the lived experiences of executives in a healthcare organization regarding internal talent development and integration with organizational strategy. The purpose of the study addressed the problem statement by examining the meaning executives ascribed to internal talent development as it relates to organizational strategy and the fostering of human capital. The problem addressed in this study was that internal talent development is often inadequately embedded in organizational strategies, limiting organizational competitiveness and long-term performance. The study sought to address the research question How do executives in a healthcare organization exploring the meaning they gain from internal talent development in relation to organizational strategy to improve HC and was guided by the Deliberate Practice framework and the Resource-Based View of the Firm. A purposively selected sample of 12 executives were recruited from a larger healthcare organization in the United States and participated in an audio recorded semi-structured interview held on a Teams call. Interview responses were transcribed and analyzed following Braun and Clarke’s six phases for thematic analysis and assisted through the use of NVivo software. Four themes were extracted from the data: Integrated Architecture for Capability Development, Strategic Workforce Stewardship for Continuity and Readiness, Leadership-Enacted Growth Culture, and Inclusive Talent Alignment and Sustained Belonging. The significance of the study was that the findings were evidence that internal talent development must be integrated into activities such as organizational planning and performance goals.

Date of publication

2026

Document Type

Dissertation

Language

english

Persistent identifier

http://hdl.handle.net/10950/5151

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