Doctor of Business Administration learning environment

SMC / DBA / EQF / MQF Level 8

Turn experience into intervention.

Doctor of Business Administration

A 180 ECTS, EQF / MQF Level 8 professional doctorate for experienced leaders who want rigorous research to change organizations—not merely describe them.

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01180 ECTSCredits

02EQF / MQF
Level 8Higher Education Program

03Professional doctorateDegree

04Applied researchDoctoral focus

05EnglishInstruction

06OnlineStudy environment

What this changes

Convert a consequential organizational problem into original applied research—and an intervention leaders can act on.

The DBA integrates advanced management study with workplace inquiry. Candidates develop as critically reflexive scholar-practitioners, investigating significant problems and designing interventions with measurable organizational consequences.

Research what matters

Anchor doctoral inquiry in a consequential organizational, industry, or market problem.

Move from evidence to action

Design and evaluate interventions, not research that ends at description.

Build durable authority

Position practice through doctoral rigor, publication, consulting, and thought leadership.

Program learning outcomesOpen the complete outcome profile+

Program

Develop significant knowledge and systematic understanding of the theoretical foundation of business theories and concepts in both a global and organisational context
Design and autonomously conduct original research with consideration for contemporary societal perspectives that contributes to or advances empirical and theoretical knowledge in business
Develop effective communication skills to authoritatively engage and empower a diverse (specialized and non-specialized) audience as a scholar-practitioner regarding the relevance of theories, applications and practical solutions for both organisational and global business challenges
Introduce solutions to challenges in the local and global business domain based on original and scholarly research that substantially advance professional practice and drive innovation in business procedures and policy
Develop personal, consultancy and research competencies sufficient to continue to undertake rigorous and relevant research at an advanced level that contributes to theory and practice in business and management, and to continue a lifetime of self-reflective development
Develop a systematic awareness of social and ethical issues, both within the business domain and in a wider societal context, and assume a leading role to promote remediation and change

Communication Skills

Engage in full professional and academic communication with others in their field and place of work in both national and international contexts and give papers/presentations to ‘critical communities’ for developmental purposes
Provide a convincing argument to initiate a major change initiative within an organization
Demonstrate the ability to disseminate evidence-based management practice through identifying and communicating to various stakeholder groups

Learn to Learn

Act as an independent, self-critical, and self-directed student who professionally guides and supports the learning of others and manages his or her own professional development while being fully aware of relevant implications of his or her study.
Use a full range of learning resources and learn through reflection on practice and experience.

Who this is for

Recognize your next professional altitude.

Senior professionals, executives, entrepreneurs, consultants, and organizational leaders ready to convert substantial experience into rigorous applied doctoral research.

What the route can open 01Executive and board-level authority02Research-led consulting and advisory work03Organizational intervention and transformation04Academic and professional thought leadership

Distinctive route feature

A doctorate that acts on the problem

The dissertation investigates a significant organizational, industry, or market challenge and develops an intervention with measurable outcomes—not research detached from practice.

Complete academic structure

Every course. Every description. Every outcome.

The DBA carries 180 ECTS at EQF / MQF Level 8. Its taught curriculum and applied doctoral dissertation represent a total learning volume of 4,500 hours.

Complete curriculum · 10 componentsDescriptions, workload, and course-specific outcomes

Search 10 components

Course description

The quantitative research methods course introduces students to the field of social science research. It examines in depth the research process and introduces doctoral candidates to the various aspects of conducting scientific research, with a specific focus on quantitative methodology.

Topics covered include problem statement development, research question/hypothesis formulation, theory synthesis, validation of research instruments, sampling strategies within a unique cultural context, data collection techniques, ethical issues in research, and data analyses methodologies. The course will also introduce big data and its relevance to business research.

35Contact hours 130Self-study hours 10Assessment hours 175Total hours

Course-specific learning outcomes

Competences

Demonstrate authority in the quantitative methodology of social science research, including all relevant stages and techniques
Create a scholarly paper with peer-reviewed research
Convert a real-world problem into a scientific problem statement
Create a quantitative survey instrument
Validate an instrument
Design an effective data collection process, protecting and improving data protection rights, ethical and social compliance, as well as privacy.
Model an informed consent that maximizes response rates while following ethics principles of data collection
Formulate a quantitative study based on a scientific demand or business problem, including social and ethical observations
Apply basic statistical analyses including correlational analysis and variance analysis
Gather, study, and manage quantitative data from IT driven to discourse analysis
Design a research project using appropriate quantitative methods to generate, analyse, and interpret new empirical data
Systematically deal with complex research issues and communicate conclusions to specialist and practitioner audiences.

Knowledge

The role of scientific research in business and academia
The fundamental process for empirical research at the doctoral level
The three research methodologies in social science research
The ethical requirements of doctoral studies
Sampling methodologies
Challenges of data collection within unique cultural contexts
Validation procedures for a scientific quantitative instrument ensuring validity and reliability
The five philosophical assumptions within scientific research
The difference between quantitative and qualitative research
Quantitative research method applied to complex subjects like cultural and emotional intelligence
The role of big data in business research and applications

Skills

Designing a quantitative study
Assess the correct population size for a given study
Calculate the target sample size
Define the significance of a scientific study
Develop a quantitative purpose statement
Create solid set of quantitative research questions and corresponding hypotheses
Align statistical analysis with research questions/hypotheses

Course description

This course provides students with the foundation for conducting applied qualitative business research, i.e., to design, conduct, read and evaluate qualitative research projects. Attention is given to the role qualitative research can play alongside quantitative research, for example in defining variables, or ‘quants’, or in describing the ‘why’ behind quantitative results. The course also presents the strength of qualitative research in providing rich descriptions and context to observed phenomena.

Various models of qualitative methods and designs will be explored including program evaluations, case studies and interviews. Students practice the skills by designing qualitative research.

35Contact hours 130Self-study hours 10Assessment hours 175Total hours

Course-specific learning outcomes

Competences

Demonstrate authority in the quantitative methodology of social science research, including all relevant stages and techniques
Create a scholarly paper with peer-reviewed research
Convert a real-world problem into a scientific problem statement
Create a quantitative survey instrument
Validate an instrument
Design an effective data collection process, protecting and improving data protection rights, ethical and social compliance, as well as privacy.
Model an informed consent that maximizes response rates while following ethics principles of data collection
Formulate a quantitative study based on a scientific demand or business problem, including social and ethical observations
Apply basic statistical analyses including correlational analysis and variance analysis
Gather, study, and manage quantitative data from IT driven to discourse analysis
Design a research project using appropriate quantitative methods to generate, analyze, and interpret new empirical data
Systematically deal with complex research issues and communicate conclusions to specialist and practitioner audiences.
Gather, study, and manage qualitative data from IT driven to discourse analysis
Design a research project using appropriate qualitative methods to generate, analyse, and interpret new empirical data
Systematically deal with complex research issues and communicate conclusions to specialist and practitioner audiences.
Present and defend arguments based on empirical evidence

Knowledge

The purpose of, as well as the strengths and weaknesses of, qualitative research.
The main methods of qualitative research, such as: ethnography, grounded theory, case studies, phenomenological research, and narrative research.
The 5 approaches that best suit a specific problem or opportunity the student’s area of expertise or area of interest.
Challenges of conducting an objective interview
Strategies to obtain participants within sensitive environments

Skills

Select research opportunities in their practice or area of interest that could be addressed with qualitative research.
Select an appropriate approach of qualitative research for their stated challenge or opportunity and design a study to be addressed by qualitative research.
Critically assess qualitative research studies in terms of design, credibility, and utility.
Evaluate different sampling methodologies in qualitative research.

Course description

The need for better corporate governance practices is self-evident. This course explores the system by which firms are financed, directed and controlled and the role the various stakeholders play. Attention is given to reviewing and critically evaluating rules, regulations and procedures for making sound financial and managerial decisions.

A focus is placed on exploring contemporary research in such areas as the agency problems between stakeholders, executive compensations, investment and financial considerations, mergers and acquisitions, etc.

35Contact hours 130Self-study hours 10Assessment hours 175Total hours

Course-specific learning outcomes

Competences

Demonstrate authority in all instruments of corporate finance relative to company size and capital demand and make sound decisions on the optimal choice or combination of choices for specific short-term and long-term financing strategies.
Evaluate existing financing mix and make sound decision on raising capital, choosing the best financing strategy, and financing capital expenditures respecting corporate and public governance,
Make decisions on financing projects for small and medium size companies and decide on optimal exit or procurement of capital strategies such as going public once the company reaches potentials for listing its stocks via Initial Public Offering (IPO).
Calculate and interpret the weighted average cost of capital (WACC)
Describe alternative methods of calculating the weights used in the WACC
Explain the marginal cost of capital's role in determining the NPV of a project
Explain the country risk premium in the estimation of the cost of equity for a company located in a developing market
Apply efficient market hypotheses in decisions made under real business and investment situations
Recognize market anomalies or opportunities within a volatile socio-economic environment and utilize behavioural finance prior to making efficient and sustainable investment decisions

Knowledge

How to raise funds – i.e., how to make the right-hand side of the balance sheet strong, smart, and compatible to the left-hand side of the balance sheet.
The differences among capital markets in terms of their development stage and efficiency.
The influences of new data/information on security prices depending on whether markets fall within different categories --- strong, semi-strong, or weak efficient markets.
Market anomalies and how market participants' behaviour impacts the stock market trends.

Skills

Recognize and analyse the financing needs of a corporation
Create the optimal financing mix
Distinguish among various financing options
Interpret and calculate the cost of equity capital using the capital asset pricing model approach, the dividend discount model approach, and the bond-yield-plus risk-premium approach
Interpret and calculate the cost of fixed rate debt capital using the yield-to-maturity approach and the debt-rating approach
Apply the optimal financing strategy
Recognize and determine the level of market efficiency
Anticipate potential market anomalies
Make investment decisions taking into account behaviour of market participants
Analyse and interpret four problems that may prevent arbitrageurs from correcting anomalies
Explain why a mispricing may persist and why valid anomalies may not be profitable

Course description

This course reviews the practices, theories and guiding philosophies that drive performance management programs. The design, implementation and controlling of such programs is critically evaluated through case studies from diverse companies with different performance management schemes. These programs are evaluated according to their organizational effectiveness, employee acceptance and ability to influence productivity.

35Contact hours 130Self-study hours 10Assessment hours 175Total hours

Course-specific learning outcomes

Competences

Demonstrate authority in measuring, managing, and improving performance of individuals and teams, as well as Key Performance Indicators of key strategic areas of an organization with special focus on leading indicators rather than lagging indicators.
Evaluate the existing framework of performance management according to the context within which performance management is practiced.
Assess the process of performance management system formulation and critique such systems’ tools and application in alignment with social fairness and social responsibility, as well as ethical standards.
Propose a performance management system customized to leverage a firm’s unique competitive position, in consideration of ethical and moral implications of business decisions.
Facilitate the integration and activation of individuals’ and teams’ talents to identify new opportunities and achieve organizational goals.

Knowledge

Performance management terminology and practices necessary for designing and implementing effective performance management systems.
The importance of effective performance management systems for achieving the short and long-term organizations goals.
The characteristics of human resources’ activities aimed at enhancing organizational performance.
Managerial interventions and arguing the effectiveness of such interventions in sustaining performance improvement.
The concept that performance management is an ongoing process.
Balanced scorecards.

Skills

Structure a legitimate performance management process that supports specific organizational goals and objectives.
Assess various organizational performance management programs and best practices in light of their applicability to certain contexts.
Decide attributes of effective performance management systems.
Employ job-related performance standards and performance indicators that reflect the employees range of responsibilities.
Manage employees’ involvement and contributions to effective performance aimed at meeting specific organizational goals and objectives.
Formulate a training plan aimed at enhancing supervisors’ and managers’ abilities to manage employees’ performance.

Course description

This course addresses the complexity and multidimensional nature of advanced management systems. It exposes students to the academic debates in the field of strategy and critically evaluates three areas: 1\. institutional strategic perspective, 2\. behavioral strategic perspective, and 3\. emerging strategic management perspectives. Most importantly, the course challenges students to apply theoretical models and practical experience to specific regional business issues from a strategic perspective.

35Contact hours 130Self-study hours 10Assessment hours 175Total hours

Course-specific learning outcomes

Competences

Demonstrate authority in complex and advanced management systems with focus on institutional-, behavioural-, and managerial strategic perspectives in a regional and international context.
Assess managerial decisions from a strategic, social, and ecologic perspective, considering multiple stakeholder interests.
Build on integrative ideas, concepts, and theories from previous modules to create sound strategic options and gaining and sustaining competitive advantage within complex business environments
Think and execute strategically, regardless of time pressures in order to preserve sustainability.
Design strategic management processes within an organization

Knowledge

Systemic thought in developing people.
The essentials in establishing, leading, and monitoring a sound management and performance structure.
Perspectives for the role of business intelligence and an organization’s readiness from a strategic management approach.
Strategic management terms, processes and outcomes.
Differences between reactive thought and strategic thought

Skills

Gain a perspective on the strategic readiness of an enterprise from a strategic management perspective.
Evaluate the requirements for developing a strategic plan.
Design a unique strategic planning process that is culturally fit for organizations
Develop a multi-perspective approach to evaluate and challenge assumptions about what strategic management is concerned with, and thus strengthen their understanding of strategic management.
Evaluate advanced strategic planning from a global perspective.
Analyse resources and capabilities of global organizations.

Course description

The course aims to provide students with a comprehensive framework of international marketing by exploring the ever-evolving global business environment facing today’s marketing managers. Theoretical and practical knowledge of International Marketing, its operations and strategies, is used to understand, analyze and evaluate the factors that influence marketing success across global markets.

35Contact hours 130Self-study hours 10Assessment hours 175Total hours

Course-specific learning outcomes

Competences

Demonstrate authority in understanding and creating successful local-, regional-, and international marketing and communication strategies, including social media and influencer channels to improve customer perception, retention, attract new markets and target groups, and enlarge existing market footprints for a company and its products and services.
Evaluate the strengths and weaknesses of the organization to identify the opportunities and combat threats in international markets including the perspective of imminent health, safety/security, ecologic, social, and environmental challenges.
Differentiate the dynamic socio-economic environment of domestic and international markets
Create a sustainable competitive advantage for organizations built on relevance, innovation, and disruptive products, services, and solutions.
Determine the right mix of marketing and communication strategies for multinational organizations

Knowledge

Marketing across cultures while maintaining the core competencies
Importance of global and emerging markets
International entry strategies and mode of entry and expansion into International markets

Skills

Research International markets using secondary and primary data
Create International Segments and Target markets and positioning strategies
Implement culturally sensitive global marketing strategies
Create a process for pilot testing a strategy within a specific region

Course description

This module aims to shape and develop a critical understanding of contemporary leadership and its impact on organizational functioning. Learners will be introduced to the knowledge, skills and attitudes needed to organize, evaluate, and apply the state of science in leadership research using a systematic and process-oriented approach.

The module will facilitate an in-depth engagement with leadership theories in relation to both their own leadership skills and capacities and leadership practice within organizational contexts. Learners will further their research skills with a focus on quantitative research methodology, especially survey and experimental research designs.

35Contact hours 130Self-study hours 10Assessment hours 175Total hours

Course-specific learning outcomes

Competences

Demonstrate authority in impacting leadership that develops organizations from good to significant and maintaining that position by improving individual performance through respect, motivation, education, innovation, encouragement, and reward.
Autonomously assess organisational environments and their inherent leadership and followership dependencies to devise and lead comprehensive change and improvement projects including social and ethical advancement for the benefit of all stakeholders.
Solve organisational leadership issues arising out of technological, social, cultural, environmental, health and safety issues by intervening as an executive change agent to rearrange and/or reorganize affected layers, groups or teams

Knowledge

Systematically understand leadership and followership theories relevant to a contemporary organisational context, their historical development and key contributions and limitations in the theory and research to date.
Comprehensively identify and appraise linkages between theory and practice of leadership in organisations.

Skills

Devise a formulation and articulation of a potential scheme of research and subsequently conduct valid, reliable, and objective research in the field of leadership including ethical considerations.
Methodically integrate the key antecedents, correlates and outcomes of leadership to develop relevant and novel research questions to extend existing research and professional practice.
Systematically connect leadership with antecedents, correlates and outcomes that are key to organisations, such as development, motivation, performance and employee attitudes to analyse and assess familiar or unfamiliar environments.

Course description

This course provides an in-depth exploration of action research, a form of self-reflective systematic inquiry on a possible solution to a business problem. The course seeks to help students design an action research project at the doctoral level, by integrating theory, the scientific method and practical experience and applying them to solving an actual business problem.

The course introduces the stages of action research: entry, contracting, diagnosis, action and evaluation and guides student researchers in developing mutually agreed research objectives with the research site. The final student output of this course is the dissertation research proposal.

35Contact hours 130Self-study hours 10Assessment hours 175Total hours

Course-specific learning outcomes

Competences

Demonstrate authority in analysing, managing, and establishing a solution to a business problem by engaging groups and communities under compliance of the various action research stages.
Design an action research study as a systematic and self-reflective inquiry
Analyse the action research cycles
Explain the foundations and philosophy of action research
Develop strategies to successfully navigate the stages of entry, contracting, diagnosis, action and evaluation
Engage a community business leader in an action research project
Select the appropriate modality for action research
Integrate technology into the research project

Knowledge

Analysis of collaborative and spectator forms of research
Methods to identify business problems in a research study
The selection of appropriate research methods
Data collection strategies
The research notebook
Action research’s stages of entry, contracting, diagnosis, action and evaluation
The ethical dilemmas often faced by Action researchers

Skills

Create an informed consent form
Differentiate internal and external Action Research
Analyse and manage a business problem
Design an appropriate intervention integrating theory and practical considerations within a unique culture (national and organizational)
Navigate the issues of power and control within action research
Establish an agreement for the research site
Create a baseline for the preliminary picture of the problem
Ensure credibility, transferability, dependability and confirmability
Design the appropriate data collection methods such as interviews, focus groups, surveys, and observations.

Course description

As a final requirement for program completion, all SMC DBA students must complete a dissertation. Focus of the research is the thorough investigation of a significant business problem or challenge of strategic importance facing their own organization, industry or market and design an intervention with measurable outcomes. Within this final dissertation, students must apply relevant interdisciplinary knowledge and select the appropriate research design and methodology for their study.

The student’s dissertation is expected to make a significant contribution to the understanding of a business phenomenon.

203Contact hours 2597Self-study hours 100Assessment hours 2900Total hours

Course-specific learning outcomes

Competences

Demonstrate authority in designing an original action research study with clear application of the action research cycles
Engage a community business leader in an action research project
Select the appropriate modality for action research
Design the appropriate intervention along with specific measures for the impact of the intervention
Manage the various ethical and social challenges within action research with a specific focus on internal politics in the selected organization

Knowledge

Stages of an action research study
Action research’s stages of entry, contracting, diagnosis, action and evaluation
The ethical dilemmas often faced by Action researchers
Dissertation format
Research synthesis
Dissertation process

Skills

Create an informed consent form
Diagnose a business problem
Design an appropriate intervention integrating theory and practical considerations within a unique culture (national and organizational)
Navigate the issues of power and control within action research
Establish an agreement for the research site
Create a baseline for the preliminary picture of the problem
Ensure credibility, transferability, dependability, and confirmability
Design the appropriate data collection methods such as interviews, focus groups, surveys, and observations
Make informed decisions that adapt to changes in the organizational context
Master various analysis strategies such as data reduction, coding analyses, and statistical analyses

Research & evidence

These SMC editorial guides connect the formal program framework with the research problems, distinctions, and professional contexts behind it.

Insight 01

Professional or research doctorate?

Choose the doctoral route through its intended contribution rather than title alone.

Insight 02

Why professionals pursue a DBA

Understand the applied research contribution expected from an executive doctorate.

Insight 03

DBA or PhD?

Compare two doctoral routes by research purpose, professional context, and intended contribution.

Tuition & payment

Know the financial route before committing.

The approved research route and tuition arrangement are confirmed in a personalized written offer.

Doctor of Business Administration Individual doctoral tuition proposal

Academic review and admission come first. Payment instructions are released only through the secure SMC account.

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Entry requirements

Academic ambition starts with a credible threshold.

Undergraduate degree

An undergraduate qualification from an internationally recognized academic institution.

Graduate degree

A graduate qualification from an internationally recognized academic institution.

Executive experience

Extensive professional experience in a high-management position with regional or organizational leadership authority.

English proficiency

IELTS 7.0 or TOEFL iBT 100 for applicants who are not native English speakers, unless an exemption applies.

Admission remains subject to individual academic review. Prepare your documents before entering the application.

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Compare routes

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Executive MBA

Expand the range of your decisions.

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EQF / MQF Level 8 · 180 ECTS

PhD

Advance the edge of knowledge.

→

Doctor of Business Administration

Research what matters

Move from evidence to action

Build durable authority

Program

Communication Skills

Learn to Learn

Recognize your next professional altitude.

A doctorate that acts on the problem

Quantitative Research Methods

Competences

Knowledge

Skills

Qualitative Research Methods

Competences

Knowledge

Skills

Corporate Finance & Governance

Competences

Knowledge

Skills

Performance Management

Competences

Knowledge

Skills

Managerial Economics

Competences

Knowledge

Skills

Advanced Management Strategy

Competences

Knowledge

Skills

International Marketing Management

Competences

Knowledge

Skills

Advanced Leadership

Competences

Knowledge

Skills

Action Research

Competences

Knowledge

Skills

Dissertation

Competences

Knowledge

Skills

Professional or research doctorate?

Why professionals pursue a DBA

DBA or PhD?

Know the financial route before committing.

Undergraduate degree

Graduate degree

Executive experience

English proficiency

BBA

Executive MBA

PhD