Date of Conferral



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




Lisa A. Cave


Digital media executives lack strategic solutions for the preparation and response to changing media innovation technology. The lack of innovative technological strategies threatens digital-media corporations’ ability to maintain marketplace sustainability for addressing disruptive innovation technologies. Grounded in Christensen’s disruptive innovation theory and Roger’s diffusion of innovation theory, the purpose of this qualitative multiple case study was to explore innovative technological strategies some executives of digital-media corporations used to maintain marketplace sustainability for addressing disruptive innovation technologies. The participants were 7 digital-media executives in New York and California, who used effective strategies to innovate technology and maintain marketplace sustainability. Data were collected using semi-structured interviews and responses from a demographic survey. Four themes emerged through thematic analysis: teamwork, data collection, budgeting, and corporate governance. A key recommendation is digital-media, and streaming-video executives should utilize collaborative team efforts of technology and marketing departments and outsourced digital-media companies to create pioneering strategies that address disruptive innovation technology. The potential for positive social change includes organizations’ leaders acquiring new teams to strategize for the future of the company, which creates new jobs and happier consumers willing to spend more money for services, which creates better economies internationally.