Master Of Business Administration Research Articles

Oneiros: The Sports Club: navigating the growth path

Learning outcomes After completion of the case study, the students will be able to analyze the challenges and opportunities associated with business expansion in any business, assess the significance of leveraging existing strengths versus exploring new markets for organizational growth, evaluate the implications of regional consolidation versus national expansion strategies, develop strategic thinking and decision-making skills in a competitive business landscape and understand the nuances of market dynamics, brand recognition and operational challenges in diverse geographical regions. Case overview/synopsis Oneiros – The Sports Club stood poised at a pivotal juncture, grappling with a strategic quandary that encapsulates the divergent visions of its leadership. The narrative unfolded in Surat, a vibrant city in the state of Gujarat where contrasting viewpoints champion the familiar stability of local success against the lure of uncharted state and national territories. Ms Hemali Shah advocated for consolidating the club’s triumphs in Gujarat, emphasizing on the parameters of brand loyalty and operational mastery. In stark contrast, Mr Robin Patel envisioned a bold expansion strategy across the state, aiming for brand recognition and a paradigm shift to regional prominence. Caught amidst these competing visions, Mr Sumit Lathia who was aspiring for the club’s national presence navigated the complexities of market dynamics and business model, oscillating between preserving familiarity and embracing the allure of ambition. This case study highlights the nuanced strategic dilemmas faced by Oneiros, offering a captivating exploration of growth strategies in a competitive landscape. With insights from various perspectives within the organization, this case study navigates the complexities of growth, market dynamics and the balance between familiarity and ambition. This case study offers valuable insights and practical applications for students pursuing regular Master of Business Administration (MBA) and executive MBA programs, as well as undergraduate and postgraduate studies in entrepreneurship and strategic management. By examining the strategic decisions and operational challenges faced by Lathia and Oneiros – The Sports Club, students can gain a deeper understanding of key concepts such as public–private partnerships, market expansion strategies, customer segmentation and revenue diversification. Complexity academic level This case study is positioned within the decision-making or business development modules of the curriculum. It serves as a platform to apply theoretical concepts of strategic decision-making, market analysis and growth strategies to a real-world scenario. This case study prompts students to critically evaluate expansion dilemmas and devise strategic solutions. Supplementary materials Teaching notes are available for educators only. Subject code Strategy.

Does a business education make for better innovative managers? An empirical examination of CEOs’ business education, CEO duality and R&D investment intensity

This study aims to explore how chief executive officers (CEOs) business education influences their company's investment in Research and Development (R&D) taking into account the moderating impact of CEO duality. Risks related to investment in research and development might have an impact on CEOs who are responsible for improving management effectiveness and company value. Insufficient education among executives can hinder effective oversight. Findings from analyzing data from 1632 firm-year observations from 2015 to 2020 of companies listed on the Shanghai and Shenzhen Stock Exchanges reveal that CEOs with dual roles tend to prioritize R&D investments and innovation. Additionally, CEOs without a Master of Business Administration (MBA) or executive MBA education (EMBA) exhibit a greater willingness to take risks leading to more innovation and spending on R&D. This research emphasizes the need to consider CEOs' demographics, board structures and governance mechanisms to promote innovation in companies.

Investing in Netflix: Accounting for Content Assets*

ABSTRACTThis case describes an equity investment scenario in the context of the COVID‐19 pandemic. A fictional decision‐maker, Amandeep Singh, is considering whether or not to invest in Netflix, Inc. (Netflix). Netflix has benefited from changing habits during the pandemic, but Singh questions whether those benefits will persist post‐pandemic. To make his decision, Singh needs to perform a qualitative analysis of the video streaming industry and Netflix itself before moving to a quantitative analysis of Netflix's performance. To properly assess performance, Singh needs to fully understand Netflix's accounting methods and estimates for content assets—especially original content. The case is ideally suited to an MBA or Executive MBA audience. Students can easily engage with the case since they will be familiar with the company and industry. This familiarity allows for a general discussion about the industry's future and key success factors. The case provides an opportunity to cover core financial statement analysis concepts and drives home the importance of understanding accounting judgments when assessing firm performance.

An Analytical Study of Acquiring English Communication Skills for Employability being Affected by Societal Factors and Own Personality Traits of Learners of Technical Graduates in India

English Communication Skills have proved to be an integral skill in employment skills. Students graduating in a wide range of disciplines face a number of difficulties in learning the English language especially when they focus on their areas of specializations. It has become a major issue. With reference to the page no 29 of India Skills Report 2023, the employment ratio of Bachelor of Engineering/Bachelor of Technology and Master of Business Administration was 57.44% and 60.1% respectively and the same was 55.15% and 55.09% in the respective fields in 2022 when Communication Skills were kept at the top (page no 9, India Skills Report 2022) in the list of key skills of Digital Age. English proved to be a game changer in terms of enhancing employability scope (Page 20, 21, 45, 47, 53, 54, 55; India Skills Report 2022) and a number of cities and states performed better with more focus on developing English Communication skills of university students. This study is primarily based on looking into social and affective factors affecting English language acquisition skills. It is absolutely relevant to the course developer, policy makers as well as academicians to understand what factors affect the language acquisition capacities of learners and necessary modifications can be initiated accordingly. This is an analytical study and it ascertains the significance of language affective factors from a rapid evidence assessment report submitted by EEF at University of oxford, Department of Education in July 2020 and a similar research project was conducted by Takayo Nitta at the University of Western Cape in South Africa on non-natives learning English and facing similar challenges in social, affective and cognitive areas. This is a qualitative study and secondary data is collected from the research project conducted at the University of Western Cape since learners were from a non-native country only where existing language learning culture is found to be utmost similar and problems are also identical.

Factors Influencing Professionals to Pursue an MBA Degree: An Empirical Analysis in the Context of Bangladesh

Factors Influencing Professionals to Pursue an MBA Degree: An Empirical Analysis in the Context of Bangladesh

Beeyond Foods: creating a sweet honey revolution

Learning outcomes After completion of the case study, the students will be able to[1] review the industry analysis using Porter’s five forces and strength, weakness, opportunities, threats framework and understand how a firm can achieve a competitive advantage, analyze the stakeholder theory and the salience of stakeholder mapping for enterprises with large number of stakeholders, apply the Mendelow framework of stakeholder mapping in this context and integrate it with stakeholder engagement for small enterprises and examine and evaluate how new age enterprises can engage better with stakeholders to provide a higher value creation. Case overview/synopsis Ayushi Srivastava started her enterprise, Beeyond Foods, in early 2021 with the aim to provide unadulterated, raw honey to consumers. She also wanted to help the beekeeping community by providing the beekeepers with a fair price for the procurement of honey from the bee hives. Beeyond Foods was a small enterprise in India that sold two variants of honey to consumers. The first variant was sourced from the Himalayan region of India, whereas the second was sourced from the Western Ghats of India. The primary distribution channel was trade fairs, where Srivastava would assemble her stall and sell honey to potential customers. Furthermore, a part of the sales was also driven by an electronic channel, which was through the company website. Customers could place their orders, and the honey would directly be delivered to their homes. With a successful start to the business, Srivastava was interested to scale her business and reach more customers. However, she was mindful that there were multiple stakeholders involved in the business. Srivastava had to study the values and needs of each stakeholder, while simultaneously formulate a strategy to expand her reach. This case study is designed to teach the concept of stakeholder value creation for small business enterprises. Complexity academic level This case study is well suited for an entrepreneurship and strategy course at the postgraduate (Master of Business Administration) level. This case study can also be taught in a marketing course. Supplementary materials Teaching notes are available for educators only. Subject code CSS3: Entrepreneurship.

Satyadarshan Technologies & Services: revolutionizing urban mobility?

Learning outcomes After reading and analyzing this case study, students will be able to describe the challenges of creating an electric vehicle (EV) start-up with the objective of zero-carbon emissions, identify opportunities and challenges for Satyadarshan Technologies & Services (STS) in enhancing the B2B customer base and sales volumes in the EV market, identify and assess government incentives to reinforce STS’s existing EV business and compose an understanding of and determine an ability to use various industrial marketing and promotion strategies for STS in the present environment. Case overview/synopsis STS was launched in 2020 to provide environmentally conscious urban commuting. Himanshu Purohit, the founder of STS, commenced an e-bicycle assembly unit and produced the first advanced electric drivetrain technology. The vision was to transform how people viewed mobility and make EVs the standard for a healthier globe. Nurturing a start-up with zero-carbon emissions was tedious due to limited infrastructure, high costs, low market acceptance and supply chain constraints. With the relentless pursuit of excellence, STS constantly pushed the boundaries and crossed the break-even ceiling in the year 2022. As a budding player in the souk, the company expected to gain a strong presence in the EV market with particular attention to the B2B customer segment. At the same time, the company aimed to ensure business sustainability by leveraging government incentives. The company needed to expand its corporate sales volume and craft a sustainable competitive advantage. Purohit recognized various challenges to the sustainability of STS that stood between the company's goals and their realization, particularly in achieving a sustainable move in the EV segment. Consequently, Purohit found himself at a critical juncture to pave the path toward the growth of the start-up. Eventually, analysis of the company's business challenges, industrial marketing and promotional strategies required strategic planning to appraise and evaluate the business model. Complexity academic level This case study is designed for new-age Master of Business Administration and executive management programs. It should be used in entrepreneurship and strategic management courses to discuss small innovative e-bike start-ups. This includes conducting a competitive analysis and self-assessing a firm's market-oriented strategies. Prima facie, undergraduate and postgraduate students are beneficiaries of this case. This case study may also be conducive to teaching how to initiate a sustainable and green vehicle business. This case study guides students entering the EV business, addressing industry-specific challenges and conducting market analysis. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.

The Multiple Advantages of Self-Leadership in Higher Education: The Role of Health-Promoting Self-Leadership among Executive MBA Students

The purpose of this conceptual and explorative study is to document the advantages of health-promoting self-leadership practice. Professional certification programs are criticized due to a lack of practice among participants, involvement, and short duration. This study is based on self-leadership practices over several weeks of two executive MBA student classes from spring 2020 and 2021. A preliminary theoretical framework is developed suggesting that health-promoting self-leadership, which includes three orientations, has an impact on self-efficacy, mental fitness, and performance. Two different self-leadership classes with managers from the public and private sectors went through a self-development process as a semester project. The content analyses of 112 student reports unfolded students’ self-development processes and results identified in diaries, notes, tables, training schedules, and reflections. The findings, based on two different samples and aggregated data, support the theoretical framework. Moreover, the processes of self-development and self-leadership seem to be advantageous for almost all managers. The health-promoting self-leadership practice improved managers’ mental and physical fitness, energy balance, self-efficacy beliefs, and performance. These outcomes were achieved through physical activity, self-talk, meditative exercises, reward systems, visualizing, diet programs, and routines. The findings underscore the importance of self-development processes amongst managers, and that health-promoting self-leadership courses should last over several weeks.

“Does an Additional Advanced Degree Influence Career Trajectory as a Shoulder and Elbow Surgeon?”

BackgroundAs orthopedic surgery becomes increasingly competitive, orthopedic surgeons are now pursuing advanced degrees more frequently to enhance their resumes or gain additional expertise. The specific impact of this additional training and education on a surgeon’s career trajectory is not well defined. The purpose of this study was to understand the impact of an advanced degree on the academic career of orthopedic shoulder and elbow surgeons. MethodsOrthopedic shoulder and elbow fellowship-trained surgeons were identified using the directory listed on the American Shoulder and Elbow Surgeons website. Demographics, education, and current professional roles were obtained. Research productivity was obtained using SCOPUS and Google Scholar. Advanced degrees were defined as those additional to the primary medical degree (Doctor of Medicine [MD] or Doctor of Osteopathic Medicine [DO]). Outcome measures collected included timing of advanced degree obtainment, current academic and leadership roles, leadership on journal editorial boards, and research productivity. Statistical analysis was performed using the chi-square test and Mann-Whitney U test to determine the association of advanced degrees on outcome measures. ResultsIn total, 893 orthopedic shoulder and elbow surgeons were identified, of whom 129 had advanced degrees. Most common advanced degrees included Master of Science (MS/MSc; 43%), Master of Business Administration (MBA; 23%), and Doctor of Philosophy (PhD; 13%). The most common period of degree obtainment was before medical school (35%) with the least common times being after medical school/before residency (0.9%) and between residency and fellowship training (0.9%). Surgeons who held advanced degrees demonstrated greater research productivity, with a higher h-index (p < 0.001), a greater number of citations (p < 0.001), and more publications (p < 0.001). Of the 523 shoulder and elbow surgeons who worked at an academic institution, those holding advanced degrees were more likely to serve as orthopedic department chair (p < 0.001) and serve an editorial board position (< 0.001). ConclusionThis study found that having an advanced degree as an orthopedic shoulder and elbow surgeon was linked to higher research impact and productivity and an increased likelihood of becoming a department chair and holding an editorial position. These significant findings can help future trainees and department leadership in understanding the importance and impact of additional training on career trajectories for academic faculty.

Reflecting on the MBA Degree: Waving a Magic Wand and/or Grasping the Nettle?

Reflecting on the MBA Degree: Waving a Magic Wand and/or Grasping the Nettle?

A collaboration across borders; Supporting Executive MBA Americas students

A collaboration across borders; Supporting Executive MBA Americas students

Does the Chief Executive Officer (CEO)'s Educational Background Have an Impact on the Academic Hospital Leapfrog Safety Grades?

Background This study aims to investigate the potential association of the Chief Executive Officer (CEO)'s educational backgroundon hospital safety metrics, specifically the Leapfrog safety grades. Methods A total of 172 academic and university-affiliated hospitals across the United States were included in the study. Information regarding a CEO's background was obtained through hospital websites, while the Leapfrog safety scores were found through the Leapfrog safety grade website. Hospital sizes were also noted. Results A total of 67 hospitals were led by Doctors of Medicine(MDs), 16 were led by Masters in Business Administration (MBAs), 14 were led by Masters in Healthcare Administration (MHAs), and 62 were led by CEOs with various other degree types. Of the 42 A-rated hospitals included, 17 were led by physicians and 25 by nonphysicians. The average Leapfrog grade point average was similar regardless of the CEO's background, ranging from 2.6 to 3.1. Conclusion The findings suggest that a CEO's educational background has less of an impact on theoverall hospital safety performance than what may have previously been hypothesized.

Organizational Identification, Moral Identity Centrality and Organizational Engagement of Millennials: Moderating Impact of Psychological Entitlement

This study analyses the moderating impact of psychological entitlement on the relationships between organisational identification, moral identity centrality and organisational engagement of Millennials. It addresses the knowledge gap pertaining to the organisational engagement of Millennials. Although engagement is conceptualised as a multidimensional construct, organisational engagement has only recently received the focus of attention of researchers. Despite Millennials being considered an entitled generation, psychological entitlement remains largely an unexplored area. The survey involved 285 Millennial Master of Business Administration (MBA) students in two leading universities in Sri Lanka. The data was analysed using Structural Equation Modeling. The results indicated no support for the premise that psychological entitlement moderated the relationships between organisational identification or moral identity centrality and organisational engagement of Millennials. The results provide valuable insights into the organisational engagement of Millennials and address some of the gaps in understanding the impact of psychological entitlement on organisational engagement.

From Placement Data to Actionable Insights: A Case Study for Improving Placement Outcomes at Institute

This case study investigates placement trends at Deogiri Institute of Engineering and Management Studies (DIEMS) from 2013-14 to 2023-24, focusing on Computer Science and Engineering (CSE), Mechanical Engineering (MECH), Electronics and Telecommunication Engineering (ECE), Civil Engineering (CE), and Master of Business Administration (MBA) programs. The study analyzes placement data, including the number of students placed, salary packages offered, and observations from a provided pie chart showcasing placements for 2023-24. Keywords: Placement trends, employability, curriculum alignment, industry demands, salary packages, courses

Khalti: a digital wallet in Nepal

Learning outcomes After completion of the case study, the students will be able to understand competitive business and corporate strategies; understand various standard models and frameworks related to business and corporate strategy development such as Porter’s five forces model, Ansoff matrix, three value disciplines frameworks, scenario planning matrix and value chain analysis; and practice competitive strategy formulation using the latest analyzing tools/frameworks/models. Case overview/synopsis Although the digital wallet industry in Nepal was in its initial stage, it was growing rapidly. A digital wallet brand – Khalti, launched in 2017, could secure the second position in the industry within two years of establishment. In recent times, the leading digital wallet brand was eSewa which was developed by Kathmandu-based company – F1Soft International in 2009. Khalti team was better for creativity, risk-bearing capability, intact bond among co-founders, innovative skills and aggressive growth. Mr Amit Agrawal, the chief executive officer of Sparrow Pay Pvt. Ltd, was preparing to formulate some strategies for his company’s product, Khalti, on March 24, 2020. The next day, he was going to present his ideas about the future directions of Khalti with the co-founders of Janaki Technology, the parent company of Sparrow Pay Ltd. Therefore, his major agenda was how to design effective strategies to make Khalti more competitive against eSewa and probably lead the industry. Based on such a scenario, this case study deals with various competitive business and corporate strategies such as marketing, product and cost differentiation that Khalti could formulate to maintain its position and further become a leading firm in the industry. Complexity academic level This case study is suitable for business training programs at the master’s level, including Master of Business Administration and executive education. It is also appropriate for undergraduate students, particularly those who want to understand more about competitive business, strategic management and corporate strategy in developing economies. It is especially useful for students who have taken courses in strategic management, corporate strategy, marketing management and business expansion management. This case study is suitable for provoking skills of students such as critical and creative thinking, risk analysis and business planning. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy

Association of Medical School Gap Year Research and Degree Programs With Otolaryngology Interview and Match Outcomes.

To investigate whether a gap year for either research or a master's degree is associated with interview offers or match outcomes among otolaryngology applicants. Using the Texas Seeking Transparency in Application to Residency (Texas STAR) database, we conducted a cross-sectional analysis of otolaryngology applicants from 2018 to 2022. Applicants were stratified based on the presence and type of gap year during medical school. Applicant characteristics, signaling, research productivity, and application costs were analyzed, with primary outcomes including number of interview offers and match status. Among 564 otolaryngology applicant respondents to the Texas STAR survey, 160 (28%) reported a gap year, including 64 (40%) applicants participating in a research year, 65 (41%) completing a Master of Public Health or Science (MPH and MSc), and 31 (19%) completing a Master of Business Administration, Education, or other degree (MBA and MEd). Gap-year applicants who completed a research year or MPH/MSc degree received more interview offers (P < .01) than MBA, MEd applicants, or those without a gap year. Applicants with a research year had the most publications, oral presentations, abstracts, posters, and research experiences (all P < .01). When controlling for USMLE scores, clerkship honors, and applications submitted, applicants completing a research year or an MPH/MSc-degree received increased interview offers (P < .01). No significant differences were seen in expenditures or match rates. Research and MPH/MSc gap years were associated with increased residency interview offers but not increased match success. Further longitudinal studies are needed to assess how yearlong experiences affect long-term career outcomes.

Mangalam Organics Limited: making camphor grow innovatively

Learning outcomes The case study will provide an opportunity for students to identify the challenges a business-to-business (B2B) organization in a commodity product category faces in a growing environment. The students will learn to analyze and evaluate different strategies for growth and profitability. The students will be equipped to make decisions based on financial and nonfinancial data and the trade-offs therein. The case study will enable students to understand the application of the concept of operating leverage in different business conditions. Case overview/synopsis The leadership team at Mangalam Organics Limited (MOL) was worried about the company’s future in December 2021. The chief strategy officer (CSO), Akshay Dujodwala; the chairman, Kamal Dujodwala and the managing director, Pankaj Dujodwala had watched MOL go through many ups and downs. MOL manufactured camphor powder and supplied it to tableters [1], who would convert it into tablets, essentially used for Puja [2] purposes in India. Camphor was a white, waxy terpenoid with a strong aroma. It was mainly a commodity business with no pricing power when MOL supplied it in bulk to tableters. They had ventured into the business-to-customer (B2C) [3] space with their consumer brand “Mangalam” camphor tablets, positioned for religious uses in homes. However, this formed a very small percentage of their turnover. With thin margins and a low growth rate, it was difficult for MOL to sustain and grow, especially in the B2B [4] business. To make matters worse, their manufacturing unit caught fire in 2015, causing a major blow to their business. Under the leadership of their CSO, Akshay, they implemented strategies that helped the company bring down costs and wastage. Akshay helped MOL diversify further into the B2C market through their brands, “CamPure” for home care products and “Cam+” for health-care products. Huge expenditures on marketing and advertising were incurred to promote these brands. The COVID-19 pandemic watched the world go through a terrible phase with lockdown and rising health issues (both physical and mental). Camphor found an interesting place in immunity and religious purposes due to its aromatherapy properties and evoking feelings of relaxation. The newfound use helped MOL achieve an unexpectedly higher turnover. But Akshay knew that camphor, by itself, was fickle in providing profitability. To sustain growth post-COVID-19, MOL would urgently need to look for growth options. After giving it a lot of thought, he was faced with three options – he could either focus on CamPure as a B2C option, or concentrate completely on camphor powder and aroma as an existing B2B option or take the third option to go in for a first of its kind exclusive stores for all types of puja items called Pooja Sangam. While all these options had their own pros and cons, he had to now decide which was the best financially viable option for MOL as a way forward. Complexity academic level The case study is designed at the postgraduate level in an Master of Business Administration and executive education programs. Given the nature of the issues in the case study, it can be included in courses such as business strategy and strategic marketing. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

Classrooms vs screens: Learning outcomes from a business school

This paper examines the impact of substituting regular classroom programmes with online classes on students’ academic performance. We compared the change in the delivery mechanism of preparatory courses for two consecutive Master of Business Administration (MBA) batches in one of the top business schools in India. While the first batch studied in a face-to-face classroom setting, the second batch was taught two subjects in an online format, while the third subject continued to be offered in the face-to-face classroom setting. Using a difference-in-difference estimation, we found that the students' performance declined in both the subjects offered online, with the average performance declining by 4.95% and 8.4% in Economics and Accounting, respectively. However, no decline in performance was noted in the third subject of Quantitative Methods, offered in a face-to-face classroom setting. Further, we found a larger drop in scores for students with the lowest academic ability. Our results indicate that a shift to online courses should be accompanied by well-designed pedagogical and curriculum changes to ensure substantive learning, especially for academically weaker students.

The potential of virtual internships for management education: capturing student journey through experiential learning

PurposeThe study aimed to capture student experience during virtual internships by identifying the facilitators and barriers during their experiential learning journey. The students were pursuing their Master’s in Business Administration (MBA) program at a business school in India. The authors shed light on the impact of COVID-19 pandemic on the current education system, specifically experiential learning through virtual internships.Design/methodology/approachAbout 38 Semi-structured in-depth interviews were conducted from July to September 2022 with the students of a business school located in Pune, India. Interviews were transcribed and analyzed to generate new themes for ascertaining the facilitators and barriers to virtual internships. Interpretative Phenomenology Analysis was undertaken to analyze the lived experiences of the respondents.FindingsStudents viewed virtual internships positively in terms of mentor support, active learning, flexibility, and an easy onboarding process. Poor work-life balance, lack of peer learning and infrastructure issues were some of the barriers/challenges faced by the students.Practical implicationsThe study discusses various managerial and administrative implications. The findings help educationists design effective pedagogy by drawing insights from constructivist learning theory, where students' active role during virtual internships must be given primary attention. Corrective measures in the pedagogy can be taken while designing a virtual internship, considering the barriers found in this study.Originality/valueThe themes identified in the study are a novel contribution to the growing body of knowledge on virtual experiential learning. The study empirically captures student experience regarding a relatively new phenomenon of virtual internships, which is the uniqueness of this paper.

Exploring a Masters of Business Administration's Impact on Surgical Subspecialists.

As healthcare evolves, more physicians are taking on administrative roles and pursuing additional graduate education, particularly obtaining a Master's in Business Administration (MBA.) To facilitate a better understanding of these practitioners, we conducted a comparative study of MD/MBA clinicians in multiple surgical fields. This study aims to compare clinicians with MD/MBAs across multiple surgical subspecialties. Reported metrics include demographics, MBA program structure, salary changes, and professional pursuits. Nine studies were obtained from the PubMed, Cochrane, and Embase databases. Four studies met the inclusion criteria and were analyzed. The majority of MD/MBA degree holders in plastic surgery (95%), orthopedic surgery (89-96%), and ophthalmology (80%) are male. Ophthalmology (37%) demonstrates the highest number of subjects obtaining an MBA via a synchronous MD/MBA. Most clinicians return to clinical practice after degree completion and show high levels of non-clinical pursuits after receiving their MBAs. Though there appear to be differences across surgical subspecialties regarding how an MBA is applied, most maintain clinical duties. Of those that do not, the largest portion transition to administrative duties, consulting, entrepreneurial endeavors, or other professional opportunities. Despite the financial ambiguity of an MBA, physicians value the transformative experience it offers.