Doctor Of Business Administration Research Articles

The Value Of Using A Research Alignment Plan In Research Supervision - A Student Perspective

Research supervision is an important component in an academic’s career and remains a challenging task. Students having to complete a research thesis, dissertation or treatise, generally struggle to complete the research component of their postgraduate studies. Research alignment is a topic discussed in various approaches to research supervision, specifically relating to research methods, guidelines and tools. The supervisors' role is to guide the student during their research process, offering advice in their field of study, providing research direction, setting milestones and monitoring the student’s progress. The Research Alignment Plan (RAP) was specifically developed to assist postgraduate students with planning the outline and structure of their Master of Business Administration (MBA) treatise or Doctor of Business Administration (DBA) thesis. The aim of this study was to investigate the students’ perceptions regarding the use of the RAP during their studies. The study was qualitative and open-ended questions were included in the questionnaire, which was distributed to the supervised MBA and DBA students. The survey was completed by 25 MBA and DBA students. The findings indicate that the RAP is an effective instrument, which assists students to structure their research, align the research problem with the research objectives, research questions and chapter’s outcomes or deliverables. All respondents recommended that the RAP be used by all students in the Business School and be incorporated in the Research Methodology module.

STRATEGIC APPROACHES OF COMPANY’S IMAGE MANAGEMENT IN MODER CONDITIONS

Gela Mamuladze
 E-mail: mamuladze.gela@bsu.edu.ge
 Doctor of economics, Professor Batumi Shota Rustaveli State University 
 Georgia, Batumi
 https://orcid.org/0000-0003-4194-7025
 
 Nino Mamuladze 
 E-mail: nino.mamuladze@bsu.edu.ge 
 Doctor of Business Administration, assistant professor Batumi Shota Rustaveli State University 
 Georgia, Batumi 
 https://orcid.org/0000-0003-4159-5381
 
 Abstract. In the modern global world, company’s image and the issues related to the image formation are among the most important task in business. This circumstance is especially relevant in the current period because the consumer has the opportunity to find out complete information about the brand in the shortest time, compare it with comparable products, and make a rational decision during the purchasing process. Image formation is not such an easy process therefore, giving appropriate attention from the company’s management is essential in order to establish a place in the market and gain a competitive advantage. 
 The image determines the company’s position in the market, outlines from concurrent, attracts the attention of potential customers, and maintains loyal customers. The image of the company significantly impacts its sales. 
 Based on the relevance of the presented issue, the purpose of our research was to study and investigate the necessary, facilitating, and hindering circumstances for the formation of the company’s image and to formulate relevant proposals. 
 Methodology/approach. The research methodology is based on the specificity of the research object, subject, goals and objectives. The method of bibliographic research, the logical analysis of relevant materials and data collection, is studying and researching the issues. Also, its presented practical materials, which were obtained based on the interview method used in the research process.
 Research tasks. The main tasks and hypotheses of the research can be formulated as follows: identifying the public’s attitude towards the company’s image; identifying factors influencing the formation of a company’s image; and forming concrete issues about the research topic.
 Practical value / results. the presented findings can be used by different companies in the process of forming an effective, distinctive and competitive image.
 Originality and scientific novelty: the theoretical-practical aspects of the image are studied and ways to identify and eliminate problems related to its formation are proposed.

A Comparative Analysis of the Employment of Business Faculty With Ph.D.s and Those With D.B.A.s at Colleges and Universities in the University System of Georgia

Although the Doctor of Business Administration (D.B.A.) and Doctor of Philosophy (Ph.D.) degrees are classified as professional degrees and research degrees respectively, several institutions market the D.B.A. as a degree that prepares graduates for careers in higher education. The present study focuses on faculty in certain business disciplines within the 26 colleges and universities in the University System of Georgia. The analysis indicated that of the 368 full-time faculty in the selected business disciplines, 32 held D.B.A.s while 336 held Ph.D.s. Results indicated that while the D.B.A. is a viable degree for those wishing to have a career as higher education faculty, the Ph.D. is still considered the gold standard.

Illuminating a methodological pathway for doctor of business administration researchers: Utilizing case studies and mixed methods for applied research

There has been a significant growth in Doctor of Business Administration (DBA) programs and applied business research in recent times. Whilst a range of approaches and methods can be used in DBA and applied business research, this paper seeks to add depth of understanding to the use of the mixed methods approach within case study research designs. These can be used in a complementary fashion with a mixed methods approach being used to collect data within a case study design. However, the adoption of a mixed method case study research design has failed to keep pace with the growth of DBA research in the UK and commentary as to the value, application, and implications of adopting a case study research design and mixed methods is currently lacking. Therefore, building and presenting a robust justification and rationale as to their adoption in applied business research has been cited as a major challenge for DBA and novice researchers. This paper addresses this lacuna by providing commentary as to the value, key decisions, and implications of adopting a case study research design and mixed methods to conduct applied business research and reviews current application in practice, to support DBA candidates and novice researchers to make informed research decisions.

Implementing and Sustaining the Best Value Approach in a Large Organization

In recent years, construction companies have lost millions of dollars due to poor project management performance on projects. The Best Value Approach (BVA) is one of the only documented systems to show an increase in the performance of project management. It has been used on over 2000 projects with a 98% customers satisfaction to cut costs, decrease time, reduce effort, and improve quality on projects. The BVA system is also the most licensed technology at Arizona State University with 65 licenses. The issue with the BVA is that professionals have struggled to implement and sustain the system in their own organizations. Research was conducted at SKEMA Business School as part of a Doctor of Business Administration (DBA) to resolve the sustainability issue. The research included a complete literature review of the BVA and 32 other buyer/supplier systems along with a practitioner’s survey (107 participants) and 10 test projects from a large organization that has been utilizing the BVA for over three years. The result of the study is 11 unique BVA characteristics, 6 identified issues by practitioners, and 15 modifications to improve the sustainability of the BVA. The research provides a foundational framework for how organizations can implement and sustain the BVA that has been tested and used with a large organization.

Implementing and Sustaining the Best Value Approach in an Organization

In recent years, construction companies have lost millions of dollars due to poor project management performance on projects. The Best Value Approach (BVA) is one of the only documented systems to show an increase in the performance of project management. It has been used on over 2000 projects with a 98% customers satisfaction to cut costs, decrease time, reduce effort, and improve quality on projects. The BVA system is also the most licensed technology at Arizona State University with 65 licenses. The issue with the BVA is that professionals have struggled to implement and sustain the system in their own organizations. Research was conducted at SKEMA Business School as part of a Doctor of Business Administration (DBA) to resolve the sustainability issue. The research included a complete literature review of the BVA and 32 other buyer/supplier systems along with a practitioner’s survey (107 participants) and 10 test projects from a large organization that has been utilizing the BVA for over three years. The result of the study is 11 unique BVA characteristics, 6 identified issues by practitioners, and 15 modifications to improve the sustainability of the BVA. The research provides a foundational framework for how organizations can implement and sustain the BVA that has been tested and used with a large organization.

In Search of Scholarly Impact

In Search of Scholarly Impact

“I’ve Been in a Box Too Long and I Didn’t Even Realise That I Was.” How Can We Conceptualise the Subjective Well-Being of Students Undertaking a Part-Time DBA? The IICC Model

The well-being of doctoral students is a matter of concern for the Higher Education sector, not least during the Covid pandemic. The challenge of a doctorate is regarded as a test of a student’s capability as an independent researcher and for future career potential. However, this challenge extends beyond the formal examination process to include a test of the student’s resilience and the ability to cope with a multitude of pressures that emanate from a variety of sources. Hitherto, much of the research into doctoral students’ well-being has concentrated on the experience of full-time Ph.D. students. This article reports on the well-being of part-time students enrolled onto a professional doctorate—the Doctor of Business Administration (DBA). Unlike full-time campus-based doctorates, many part-time professional doctorates are often remote, take longer to complete, and present a range of challenges that affect work, family life, and health, albeit to varying degrees. This article set out to ascertain how British and Dutch DBA students cope with the challenges of studying for a part-time doctorate. In doing so, Interpretative Phenomenological Analysis (IPA) was used to elicit students’ experiences of their doctoral journey and their subjective well-being. The findings point not only to the stress placed on personal well-being and family life but also the resilience of students and the sense of fulfilment that is associated with doctoral study. This article offers a conceptualisation of this complex phenomenon through the Individual, Institutional, Challenge, and Coping strategies (IICC) model.

Roadmap to initial public offering (IPO): the case of UECSB

Learning outcomes After studying this case, students must be able to explain the rationale for going public; identify the type of markets available for listing a company on Bursa Malaysia and explain the listing process; and analyse pre-IPO financial performance using trend analysis, comparative analysis and common-size analysis. Case overview/synopsis Uniutama Education and Consultancy Sdn. Bhd. (UECSB) in Universiti Utara Malaysia (UUM) was a company with strong financial performance and growth opportunities. In 2020, UECSB was planning for an initial public offering (IPO), whereby the company could offer shares to the public. This would allow UECSB to raise capital from public investors, and increase UECSB’s credibility and exposure. Therefore, Halim, who was the General Manager of UECSB, needed to decide whether or not UECSB should go for an IPO. Complexity academic level This case is more appropriate for final-year undergraduate students, particularly those majoring in Finance. This case is also suitable for postgraduate students, especially those enrolling in Master of Business Administration (MBA), Master of Business Management (MBM) and Doctor of Business Administration (DBA) programmes, and Executive Education programmes in Management. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: Accounting and Finance.

Learning together, learning apart: integrated action learning through a socio-technical systems lens

ABSTRACT To contribute to current debate concerning approaches to teaching and learning for researching complex work-based problems, we focus on the Doctorate of Business Administration (DBA) programme. We examine the development of an integrated action learning approach as part of a part-time DBA offered by a university in the UK. In adopting the lens of socio-technical systems (STS) theory we address two important questions; how can action learning be adapted on a DBA programme to enhance students’ learning together and learning apart? And, what insights can be drawn from conceptualising DBA learning as a socio-technical system? Through the collection of natural data from student feedback, meeting notes, action logs and the facilitators reflections, we develop a framework of integrated action learning as a socio-technical system. Through this framework we propose a model of action learning that enhances the ability of students to learn together and learn whilst apart. We also reflect on how technology has enabled distance learners to interrogate their complex work-based problems through collaborative questioning, focused on research-based inquiry, both together, and apart on their own learning journey.

Farmcrowdy: digital business model innovation for farming in Nigeria

Learning outcomes The Farmcrowdy case pursues the following aims: familiarizing students with the concept of business models for agricultural businesses and explaining the key decisions and activities within a business model; recognizing different opportunities for business model innovation by farmers and stakeholders in the agricultural sector; identifying concepts and tools from the business world that can be used in farming and other agribusiness-related ventures; highlighting opportunities for agribusiness firms to engage in business model innovation; and developing a business model canvas that highlights key components of a business model. Case overview/synopsis Agriculture stands as the leading driver of economies in most African countries. Most people depend on this sector directly or indirectly for their livelihoods on a daily basis. However, due to challenges like climate change and its variability, high initial startups capital, poor pricing, pest attacks, among other factors, people are gradually opting out of this sector. This has implications for employment, food and human security issues for farmers, their families and the society at large. Individual farmers that opt to remain in this sector are often met with challenges accessing technology in adapting to the challenges aforementioned. This decreases their resilience to the impact of climate change and its variability, pest and disease attack, securing loans to expand farming operations, among others. This raises the risks associated with investment in this sector as one cannot be assured of a fixed return on investment at the end of each crop cycle. Investors who opted to manage this risk associated with investment in the agriculture sector had challenges getting an official database of farmers to invest in as well as knowing whether individual farmers are experienced enough and committed to fixed agreements. It is against this backdrop that Onyeka Akumah founded Farmcrowdy in Nigeria with the aim of empowering farmers and connecting investors to right farmers with an assured return on investment at the end of every crop growing or animal-rearing season using online technological packages. The Farmcrowdy business model allowed Nigerians to venture into farming and other agricultural ventures at the touch of a button while empowering local farmers and boosting food production, creating employment for all stakeholders in the agricultural value chain. With ensuing challenges and competitors in the agro-technological industry, Farmcrowdy aims at extending their business model to other West African countries like Ghana. A few suggestions are made to help improve Farmcrowdy business model. First, they can add novel activities to the business model. Second, they can change one or more parties that perform business model activities. Finally, they can link business model activities in new ways like the development of model farms as a training ground for new farmers and the development of a go-back-to nature campaign to end-users of the products from farms. This case can be used by different audiences. The case can be used for teaching students at the graduate level, especially in the development of executive courses on innovation and entrepreneurship, strategy, agricultural technology and innovation. A wealth of supporting materials is available to the Professor, including videos and background information. Complexity academic level PhD, Doctor of Business Administration, Executive MBA Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 3: Entrepreneurship

Academic and social integration: psychosocial support and the role of developmental networks in the DBA

ABSTRACTThis research presents a three year case study examining the impact of social support and isolation in the doctorate of business administration (DBA) on professional outcomes these graduates have experienced. Through individual reflections, participant-observer conversations and a short open-ended questionnaire, social support derived from multiple developmental networks contributed to reducing academic and social isolation in their DBA programme. Academic and social engagement also related to professional outcomes such as scholarly participation and output, workplace contributions and identity development. The DBA process and completion meant deeper engagement applying scholarship in their daily work. It could manifest as leadership of scholarly communities and presenting dissertation research at national and international venues. Participants described engaging professional communities with the dual identities of graduate students in training as researchers and senior colleagues responsible for practical expertise and professional work. For DBA students already in faculty roles, the identity shift to doctoral qualified scholar represented joining the academic community of practice more fully as they were enculturated into new ways of work and being within their home communities of higher education.

Doctorateness and the DBA: what next?

PurposeThe purpose of this paper is to examine the extent to which Doctor of Business Administration (DBA) programmes currently offered by UK universities are appropriate to the needs of all stakeholders, including those of the experienced business and management professionals who enrol on them.Design/methodology/approachThe paper proceeds to its conclusions by scrutinising DBA programme descriptors on UK university websites, by critically reviewing the content of recent academic papers on doctorates in the fields of business and management, and by considering current provision in the light of ongoing debates about the nature of “doctorateness” taking place in the field of doctoral education as a whole.FindingsOn the basis of a detailed review of relevant scholarly literature and of UK university website material, the paper concludes by suggesting, among other things, three possible futures for the DBA: one in which essentially the status quo prevails; a second in which all doctorates carry the award title PhD (though with two variants); and a third in which, in response to views expressed elsewhere in Europe, the current “professional doctorate” in business administration is no longer referred to as a “doctorate” but takes on a new title.Originality/valueThis paper is an original contribution to the debate about the value and purpose of professional doctorates (and, in particular of the DBA) to the professional development of experienced managers and to their skills in research and workplace problem solving and decision making.

Content analysis of DBA and PhD dissertations in business

ABSTRACTThe doctor of business administration (DBA) degree is widely considered as a professional doctorate or professional doctoral degree that is designed to prepare business practitioners. The doctor of philosophy (PhD) in business, by contrast, is thought to prepare research scholars and higher education faculty members. Prior research conducted by the authors comparing the curriculum of DBA and PhD programs, analyzing accreditation and regulation of the degree programs and examining the terminal degrees of business faculty, did not support the theoretical difference between the two degrees. This study consisted of an analysis of 147 DBA versus 151 PhD dissertations. The analysis indicated a significant group mean difference in the number of PhD versus DBA dissertations in institutions with an R1 classification by the Carnegie Commission on Higher Education. However, no significant correlations nor group mean differences were found in methodology choice, sample size, or research type (applied vs. basic), based on the degree type (DBA vs. PhD).

Evaluating Perry’s structured approach for professional doctorate theses

PurposeThe purpose of this paper is to investigate examiner reactions to doctorate of business administration (DBA) theses at an Australian university applying Perry’s structured approach to thesis presentation, which had its origin in the marketing discipline, but is now widely applied to other business disciplines.Design/methodology/approachThis paper examines 49 DBA examiner reports relating to 19 DBA theses using the structured Perry approach, with emphasis paid to comments relating to thesis structure and presentation. Only those theses that acknowledged Perry or demonstrated Perry-like characteristics were interrogated.FindingsThe use of Perry’s structured approach can lead to DBA theses that place excessive emphasis on description rather than practical outcomes, as should occur with a professional doctorate, and also fosters excessive repetition and scaffolding that unduly interferes with the candidate’s “story telling”. Many examiners found theses using Perry’s structured approach problematic, particularly with respect to a lack of integration with the literature and reflection on the findings in relation to previous studies.Research limitations/implicationsThe use of Perry’s structured approach potentially acts as a further barrier to DBA theses, and other professional doctorates by extension, sufficiently differentiating themselves from PhDs. This has implications for the examination of such theses, which are sometimes viewed as lower-quality PhDs instead of professional doctorates.Originality/valueApplying a traditional PhD thesis structure, such as the model advocated by Perry with its use of five chapters, to DBA theses potentially exacerbates existing professional doctorate “image” issues, thereby leading to ambiguity for examiners and the candidates themselves.

Desperately seeking fixedness: Practitioners’ accounts of ‘becoming doctoral researchers’

We draw upon the concept of liminality to explore the experiences of practitioners enrolled on a UK Doctor of Business Administration (DBA) programme. We analyse 20 practitioners’ reflective journals to detail how the Doctor of Business Administration liminal space was negotiated. More specifically, we describe how practitioners deal with their struggles of identity incoherence or ‘monsters of doubt’ which are amplified in the Doctor of Business Administration context owing to the complex nature of the separation phase of liminality. We identify three broad methods deployed in this endeavour – ‘scaffolding’, ‘putting the past to work’ and ‘bracketing’ – which evidence practitioners ‘desperately seeking fixedness’. We make three contributions. First, we provide empirical insights into the experiences of the increasingly significant, but still under-researched, Doctor of Business Administration student. Second, we develop our understandings of monsters of doubt through illustrating how these are negotiated for learning to progress. Finally, we contribute to wider discussions of ‘becoming’ to demonstrate the simultaneous and paradoxical importance of movement and fixedness in order to learn and become.

Discourse, knowledge and power: the continuing debate over the DBA

Purpose – The purpose of this paper is related to how students and academics in a business school perceive the doctor of business administration (DBA) in terms of its purpose and value compared to that of the conventional PhD. Design/methodology/approach – The research methodology involved a two-stage approach in which a pilot questionnaire and short interviews with 37 students was followed by a second questionnaire to 21 academics employed at a business school at a post-1992 English university. Findings – The findings suggest that although the DBA is valued as means to develop professional knowledge and expertise, the PhD remains the premier choice for those who wish to embark on an academic career. The DBA does, however, also represents a development of work-based learning in higher education. Research limitations/implications – The research was undertaken at one post-1992 university business school, further research should look to expand the sample size and include a variety of business schools from both pre- and post-1992 universities in England. Originality/value – The paper does offer a justification for the continued development of the DBA and professional doctorates in general in terms of the development of work-based learning in higher education.

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.

Doctor of Business Administration (D.B.A.): A Viable Credential for Faculty in Programmatically Accredited Business Degree Programs?

Is the Doctor of Business Administration (D.B.A) a viable degree option for those wishing a career in academe? The D.B.A. degree is often considered to be a professional degree, in-tended for business practitioners, while the Doctor of Philosophy (Ph.D.) degree is por-trayed as the degree for preparing college or university faculty. Conversely, many academic programs market their D.B.A. programs to future academicians. In this study, we investigat-ed whether the D.B.A. is, in fact, a viable faculty credential by gathering data from univer-sity catalogs and doctoral program websites and handbooks from 427 graduate business and management programs to analyze the terminal degrees held by 6159 faculty. The analysis indicated that 173 institutions (just over 40% of the total) employed 372 faculty whose ter-minal degree was the D.B.A. This constituted just over 6% of the total number of faculty. Additionally, the program and faculty qualification standards of the six regional accrediting agencies and the three programmatic accrediting agencies for business programs (AACSB, IACBE, and ACBSP) were analyzed. Results indicated that all these accrediting agencies treated the D.B.A. and Ph.D. in business identically and that the D.B.A. was universally considered to be a valid credential for teaching business at the university level. Suggestions for future research are also offered.

Disruptive Innovation in Higher Education: The Professional Doctorate

The new Doctor of Business Administration (DBA) Program at a recognized US University is a disruptive innovation in the field of doctoral education. It is meeting the demand for professional doctoral education as a next step in individual professional development. It is disruptive in several ways. First, the courses and curriculum, face-to-face Residencies and Mentor courserooms are innovative by design. Second, learners are matched with a DBA Mentor, chosen for their expertise and strong interpersonal skills. Third, the dissertation process begins immediately with learners choosing a preliminary topic by end of quarter 1. One of the unique innovative characteristics is its high touch character achieved through technology. Additional elements of disruptive innovation include; Recognition that online education is an innovative and disruptive force in the delivery of higher education. Design is the new fulcrum for management to achieve its performance goals and the DBA enables the candidate to graduate in 12 quarters or less.The new DBA professional doctorate meets the definition of innovation through three qualities of innovation: 1). An invention, i.e., creation of something entirely new; 2). An improvement, i.e., a refinement of what has been developed; 3). The diffusion or adoption of innovation developed elsewhere.