Date of Conferral



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




Irene Williams


Up to 59% of managers in small and medium sized enterprises (SMEs) fail to integrate technological innovation (TI) strategies. Restricted access to sophisticated technology, limited capital, and discontinuous collaborations between SMEs and government organizations hamper the successful integration of TI by managers of Caribbean SMEs. Managers of SMEs in the Caribbean region must exploit strategies for improved efficiencies in operational capacity, continuous development in business profits and growth, and surviving hyper-competition. Grounded by the theories of diffusion of innovation and adopter-based instrumentalist, the purpose of this qualitative multiple case study was to explore strategies that 4 operation managers of SMEs in the Caribbean region use to integrate TI into their business operations to increase business growth and profitability. Data were collected from semistructured interviews, operating reports, and technological plans. Data were analyzed using Yin’s 5-step process of compiling, disassembling, reassembling, interpreting, and concluding. The 4 themes that emerged were (a) customization of technological innovation, (b) empowerment of adopter-based end-user, (c) government intervention, and (d) supplier-buyer networks. A key recommendation is defining a strategic plan that includes the customization of procured TI and its continuous improvement through monitoring and research. The implications for positive social change include the potential for operation managers of SMEs to improve business performance, enhance the work environment of production staff, and contribute to the economic health of regional communities.