Doctor Of Business Administration Program Research Articles

Strategies for Accessing Credit by Small and Medium Enterprises

Strategies for Accessing Credit by Small and Medium Enterprises by Henry Jefferson Ogoi MBA, Saint Leo University, 2013 BSBA, Colorado Technical University, 2012 Doctoral Study Submitted in Partial Fulfilment of the Requirements for the Degree of Doctor of Business Administration Walden University August 2016 Abstract Small and medium enterprise (SME) business owners play a significant role in the Kenyan economy as they account for approximately 78% of total employment and 57% of the new jobs created. The purpose of this qualitative multiple case study was to explore what strategies some Kenyan SME business owners used within the past 5 years to access credit to improve company profitability and growth. The target population consisted of 4 SME owners of businesses located in Kakamega Town, Kenya, who have had access to credit within the past 5 years. The conceptual framework for this study was the social capital theory. Semistructured interviews were conducted and company documents were gathered. All interpretations from the data were subjected to member checking to ensure the trustworthiness of findings. Based on the methodological triangulation of the data collected, 4 themes emerged after the data analysis: (a) group lending, (b) information access, (c) education and professional background of the entrepreneur, and (d) effect of access to credit on the performance of SMEs. The application of the findings from this study may contribute to social change by providing insights and strategies for SME business owners to access credit and ensure sustainable business growth that could potentially enhance community standards of living.Small and medium enterprise (SME) business owners play a significant role in the Kenyan economy as they account for approximately 78% of total employment and 57% of the new jobs created. The purpose of this qualitative multiple case study was to explore what strategies some Kenyan SME business owners used within the past 5 years to access credit to improve company profitability and growth. The target population consisted of 4 SME owners of businesses located in Kakamega Town, Kenya, who have had access to credit within the past 5 years. The conceptual framework for this study was the social capital theory. Semistructured interviews were conducted and company documents were gathered. All interpretations from the data were subjected to member checking to ensure the trustworthiness of findings. Based on the methodological triangulation of the data collected, 4 themes emerged after the data analysis: (a) group lending, (b) information access, (c) education and professional background of the entrepreneur, and (d) effect of access to credit on the performance of SMEs. The application of the findings from this study may contribute to social change by providing insights and strategies for SME business owners to access credit and ensure sustainable business growth that could potentially enhance community standards of living. Strategies for Accessing Credit by Small and Medium Enterprises by Henry Jefferson Ogoi MBA, Saint Leo University, 2013 BSBA, Colorado Technical University, 2012 Doctoral Study Submitted in Partial Fulfilment of the Requirements for the Degree of Doctor of Business Administration Walden University August 2016 Dedication I dedicate this dissertation to my family. Profound gratitude to my loving parents, Stephen and Angelina for their sacrifice to make me what I am today. I dedicate this work and give special thanks to my fiancee, Joyce Makena. Thank you for your love, moral support, and encouragement throughout my doctoral journey. You have been a source of inspiration to me. Acknowledgements I would like to thank my Chairperson, Dr. Beverly Muhammad, for her encouragement, guidance, mentorship, patience and support during this process. I would also like to extend my thanks to my committee member, Dr. Lynn Szostek, and URR member, Dr. Jamie Patterson, for their guidance, inspiration, and support. You have both helped to sharpen my skills as a researcher as well as develop a qualitative doctoral study. Also, I would like to thank Dr. Freda Turner, Program Director, and Dr. Fred Walker, Doctoral Study Administrator, for their pragmatic leadership in the Doctor of Business Administration program. Your guidance and excellent mentorship have significantly contributed to my ultimate success.

The rise and fall of the Australian DBA

Purpose – The purpose of this paper is to identify and discuss the drivers behind the rise and fall of the Australian Doctor of Business Administration (DBA) and to assess its future. Design/methodology/approach – Data covering the period 1993-2013 was sourced from the Commonwealth Department of Education and Training to provide a comprehensive analysis of the rise and fall of the Australian DBA. Findings – In Australia, the DBA was introduced in 1993. In the first 11 years of the programme, enrolments increased from only nine candidates in 1993 to 1,505 candidates in 2004. However, by 2013, the number of candidates had fallen to 869 candidates. The authors argue that the principal rationale for the dramatic fall in enrolments points to the challenges and issues of managing overseas candidates by second tier and regional universities rather than a decline in the market per se. Practical implications – The challenge for universities is to determine whether they can or are able to offer the DBA under a quality framework that requires academic rigour equal to the PhD. Originality/value – This paper presents – for the first time – the most comprehensive description of trends in the Australian DBA programme from its inception to the present day. It also offers valuable insights and cautionary lessons for other countries thinking of introducing or expanding their current DBA programmes.

SECURING THE MUMA JOURNALS

Grandon Gill, Professor and Academic Director of the Doctor of Business Administration program at the Muma College of Business (MCOB) of the University of South Florida, pondered the question. A few months before, he had volunteered to take on the creation of two open access journals, to be called the Muma Case Review (MCR) and the Muma Business Review (MBR). The first of these would publish business discussion case studies and technical notes intended for educational purposes and would exist entirely online. The second would publish research of interested to business practice and would initially publish online and would also provide printed volumes. Just a week before, Gill had committed to launching the MCR within two months. At the time, this deadline did not seem unreasonable. He already had sufficient case studies to provide a year’s worth of content. What he did not have, however, was a specific plan for delivering the content. Originally, he had planned to use the publishing component of the review system that would be handling submission and review of manuscripts. The MCOB’s dean, however, had indicated that he wanted a level of branding that could not be accommodated by the review system. Thus, a new solution to the reader-facing front end of the two journals was required. Gill’s instinctive reaction had been to propose a front-end solution that employed WordPressTM, a content management system that provided flexible functionality that could be adapted to a journal front end. According to the web survey group W3Techs, as of early 2015, nearly a quarter of the top 10 million websites in the world used WordPress. Gill, himself, had used it for years for his personal blog and was comfortable with its capabilities. As he thought about it further, however, Gill also recalled that his personal website had been taken down at least five times by anonymous hackers. In each case, WordPress had been identified as a likely source of the problem—although that had never actually been confirmed. His dean would not be pleased if similar disruption of the MCOB’s flagship journal websites took place. Should Gill be considering alternative solutions? And, even if he did choose WordPress or a similar content management system, there were many possible ways it could be deployed: as a service provider, as an application hosted in the cloud or on a local server. Each had its own pros and cons from a security standpoint. And the costs could be very different. This decision was proving to be far less straightforward than he had first thought.

Analyzing Research Activity Duration and Uncertainty in Business Doctorate Degrees

This study explains how to apply the Program Evaluation and Review Technique (PERT) from the project management discipline to quantify uncertainty for the research phase in a Doctor of Business Administration (DBA) degree. Doctorate programs are expensive and time consuming yet unfortunately they have high attrition rates (failure to complete). Although course work is very structured, the unpredictable nature, complexity and variability of research activities make a DBA program risky for students, supervisors, funding sources, and the university (due to high expectations and accreditation criteria). As the US Navy successfully applied PERT on their complex Fleet Ballistic Missile and Polaris Submarine Weapon projects, it is argued that this methodology could help quantify uncertainty and reduce risk in the doctorate research phase. Statistical techniques are utilized to test the hypothesis that PERT is a reliable task duration estimation and planning method for DBA research (based on a sample).

Mixed method research designs: A case study of their adoption in a doctor of business administration program

The paper presents empirical data concerning the utilisation of mixed method research in Doctor of Business Administration (DBA) research projects (theses). The Southern Cross University, Australia, DBA program was established in 1996 as a research degree and has successfully graduated over 250 graduates from a diverse range of countries across the globe. It is the largest DBA program in the Australasia. The research will present prevalence rates of mixed methods research utilised by doctoral candidates, data will be presented on the most frequently used data collection methods and research approaches within the field of business and management, with empirical data from a number of countries including Australia, Thailand, Malaysia, Singapore, and Indonesia. Emergent issues with regard to the use of mixed methods research in business and management research and the teaching of mixed methods are discussed.

Leadership and “Emotional-Rational” Coherence: A Start?

Academy of Management PerspectivesVol. 25, No. 1 ArticlesLeadership and “Emotional-Rational” Coherence: A Start?Editor's IntroductionRichard W. Stackman and Kay DevineRichard W. Stackman*Richard W. Stackman () is an Associate Professor and Chair of the Department of Organizations, Leadership and Society, University of San Francisco. and Kay DevineKay Devine () is Director, Doctor of Business Administration Program, Athabasca University, Alberta, Canada. She is also an Associate Editor of Academy of Management Perspectives.Published Online:30 Nov 2017https://doi.org/10.5465/amp.25.1.42AboutSectionsView articleView Full TextPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail View articleReferences Ashkanasy N. N. , Daus C. S. (2002). Emotion in the workplace: The new challenges for managers. Academy of Management Review, 16, 76–86.Abstract , Google Scholar Cellan-Jones R. (2010, November 14). Can brain scans tell us who makes a good chief executive? BBC News Business. Retrieved December 1, 2010, from http://www.bbc.co.uk/news/business-11730685 Google Scholar Damasio A. R. (1994). Descartes' error: Emotion, reason and the human brain. New York: Putnam. Google Scholar George J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations, 53, 1027–1055. Google Scholar Lieberman M. D. (2007). Social cognitive neuroscience: A review of core processes. Annual Review of Psychology, 58, 259–289. Google Scholar Lowney C. (2003). Heroic leadership. Chicago: Loyola Press. Google Scholar McClelland D. C. , Burnham D. H. (1976). Power is the great motivator. Harvard Business Review, 54, 100–110. Google Scholar Mintzberg H. (2009). Managing. San Francisco: Berrett-Koehler Publishers. Google Scholar Quinn R. E. (2005). Moments of greatness: Entering the fundamental state of leadership. Harvard Business Review, 83, 74–83. Google Scholar Sapolsky R. (2010, November 14). This is your brain on metaphors. The New York Times. Retrieved December 1, 2010, from http://opinionator.blogs.nytimes.com/2010/11/14/this-is-your-brain-on-metaphors/?emc=etal Google Scholar Stein R. (2010, September 10). Brain scans measure kids' maturity levels. San Francisco Chronicle. Retrieved December 1, 2010, from http://www.sfgate.com/cgi-bin/article.cgi?f/c/a/2010/09/10/MNVJ1FBAE7.DTL Google ScholarFiguresReferencesRelatedDetails Vol. 25, No. 1 Permissions Metrics in the past 12 months History Published online 30 November 2017 Published in print 1 February 2011 Information© Academy of Management JournalKeywordsEMOTIONAL intelligenceLEADERSHIPDownload PDF

The Case for Creating a DBA Program – A Virtue-based Opportunity for Universities

Although efforts have been made to increase the opportunities for American-born minorities to obtain doctoral degrees in business, the actual number of business students who are American-born minorities has been extremely low. At the same time more than half of all PhD candidates in business schools are foreign-born. We suggest that business schools owe an ethical duty to provide role models for minority business students, and that this duty can be achieved by initiating Doctor of Business Administration (DBA) programs that can enable working professionals who are American-born minorities to obtain terminal degrees in business. We outline eight steps that can be taken to implement a viable and cost effective DBA program.

Emerging Options in Doctoral Study in Management for International Executives

University business schools are facing intense criticism that their traditional MBA and other graduate management curriculum fail to teach change management skills, employee development skills, employee recruiting skills, team-building skills, and the importance of ethical behaviour. Due to increasing technology, competition, and workforce diversity, today's leadership decisions are more complex than they were five years ago. The need for today's middle managers, senior managers, vice presidents, COOs, and CEOs to have more advanced leadership education has become critical, but the traditional Ph.D. and even the Doctor of Business Administration (DBA) have not become a recognized and acceptable viable solution. In contrast to the traditional Ph.D. and DBA which is geared towards the engagement of theory and research, the advanced leadership knowledge involved in the Doctor of Management (DM) encompasses advanced leadership training that is practical and focused on leadership's complex impact on improving organizational culture and human resources development. While MBA programmes or the traditional business Ph.D. programmes are focused on finance, accounting, marketing, operations strategy, and quantitative research, DM goes a step further by also considering the importance of developing employees, organizational culture, and teams as a major aspect of strategy execution success. DM looks at management almost in an interdisciplinary way by blending leadership courses that touch on psychology, human resources management, communications, human relations, employee development, organizational behaviour, and traditional management science. While traditional business Ph.D. and DBA programmes focus on skill development in order to effectively manage organizational operations and organizational process, DM focuses on people because without a properly developed and appropriately constituted staff, success will only be limited. For many years, it was assumed that a doctorate degree was not applicable in the international business world. DM is a major departure of tradition by enabling executives to use a combination of pure leadership theory and applied research methods to define, implement, and evaluate the strategies necessary for organizational growth and survival in a 3-4 year programme without having to leave their full-time jobs. DM addresses the question: If the definition of management is getting work done through people, then why are traditional Ph.D. programmes so heavily focused on business and so little on employees and organizational development?

The DBA in British universities: assessment and standards

This article is about the assessment of the Doctor of Business Administration (DBA) degrees that were developed in the UK in the 1990s. The article is based on a content analysis of the 16 DBA programmes in the UK at the end of 1999. It evaluates the assessment methods found against: the assessment of students’ achievement on traditional Doctor of Philosophy degrees (PhDs); the guidelines on the assessment of DBA candidates produced by the Association of British Business Schools; and the espoused intended learning outcomes of the DBA programmes themselves. The main conclusion is that there is a tension in the assessment methods employed by DBAs through their relationship with the traditional PhD. The tension is captured in the question: should programme developers follow the assessment methods of the “gold standard” PhD or should they use assessment methods that assess the learning outcomes of the DBA that distinguish it from the traditional PhD?

The DBA: what is it for?

The 1990s have seen the emergence and development of professional doctorates in the UK and, in particular, the Doctor of Business Administration (DBA). This article identifies the rationales offered for DBA programmes and their intended learning outcomes. Research findings are based on programme documentation produced by the 16 universities offering the DBAs in 1999. Analysis of these documents shows that these programmes have been designed to provide research‐based career development for experienced and senior professionals in management positions. Whereas the PhD is aimed at developing professional researchers, the DBA aims to develop researching professionals. Rather than viewing research as an end itself, the new DBAs have placed research at the service of the development of professional practice and the development of professional practitioners. The learning outcomes of the DBA programmes identified in this paper are appreciably broader than the intended learning outcomes of the traditional PhD in business/management.

The DBA: form and function

This article is about the Doctor of Business Administration (DBA) degrees that were developed in the UK during the 1990s. It looks at the range of programme structures, content and learning support used. The article is based on a content analysis of the 16 DBA programmes in the UK at the end of 1999. The main conclusion is that there is a tension in the form and function of DBAs through their relationship with the traditional PhD. The tension is captured in the question: To what extent do programme developers follow the design of the ’‘gold standard” PhD and to what extent do they design a programme aimed at meeting the learning outcomes of the DBA that distinguish it from a PhD?