Date of Conferral

2023

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

Denise Land

Abstract

Some leaders of technology manufacturing organizations lack strategies to educate their users on how to make the optimal cloud technology selection decisions for their organizations during rapidly evolving innovation, resulting in significant risk of wrong choices and loss of customer loyalty. Grounded in resource-based view theory, the purpose of this qualitative single case study was to explore strategies technology manufacturing leaders use to educate users on how to make optimal cloud technology selection decisions for their organizations. The participants were six executive-level leaders of the strategic sales division of a multinational technology organization based in the western United States who focus on educating their customers, partners, and users of cloud technology products. Study data were collected through semistructured interviews, a review of company websites, and organizational documents. Using an adapted version of Yin’s approach for thematic analysis, three themes emerged: (a) strategic customer intelligence, (b) credible agnostic cloud education, and (c) socially responsible involvement in the cloud industry ecosystem. The key recommendation to the leadership is to expand agnostic cloud education to include adaptive training tailored to evolving user needs and reposition the cloud education unit as a strategic business unit with significant autonomy to compete effectively in the new cloud curricula product line. The implication for positive social change is the potential to enrich employee careers, boost organizations’ sustainable innovation performance and capabilities to contribute more value to the business ecosystem and improve the quality of life in the community.

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