Doctor of Business Administration

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.

• Contact Hours: 35
• Self-study Hours: 130
• Assessment Hours: 10
• Total Hours: 175

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

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.

• Contact Hours: 35
• Self-study Hours: 130
• Assessment Hours: 10
• Total Hours: 175

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.

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.

• Contact Hours: 35
• Self-study Hours: 130
• Assessment Hours: 10
• Total Hours: 175

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

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.

• Contact Hours: 35
• Self-study Hours: 130
• Assessment Hours: 10
• Total Hours: 175

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.

In this course students learn how to use economic principles as analytical tools for managers, enabling them to make more informed production and pricing decisions. Students also learn how different market structures affect business performance and strategy. Topics include: demand and forecasting, production and cost, pricing and output decisions, and market structures.

• Contact Hours: 35
• Self-study Hours: 130
• Assessment Hours: 10
• Total Hours: 175

Learning Outcomes

Competences:

• Demonstrate authority in economic theory and its role on companies and their structures, all in alignment with markets, environment (social & legal), and policy.
• Think and act in the terms of a professional economist
• Create new market opportunities through differentiation, innovation, significance, and disruptive approaches
• Anticipate future market trends, opportunities, and dynamics, including ethical and ecological considerations in terms of competition policy, social- and corporate governance, safety, health, and climate protection.
• Develop a sustainable long-term, consistent strategy and vision, beyond mere day-to-day tactics

Knowledge:

• The roles of managers in firms.
• The internal and external decisions to be made by managers.
• The reason for existence of firms.
• The economic goals of the firms and optimal decision making.
• The theory of individual behaviour.
• Oligopoly models and game theory
• Pricing strategies for various firms

Skills:

• Analyse real-world business problems with a systematic theoretical framework.
• Evaluate government policies toward regulation and competition policy.
• Analyse the mechanisms of competition and their business implications.
• Approach managerial decision problems using economic reasoning
• Establish pricing strategies for global corporations and small to medium sized enterprise

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.

• Contact Hours: 35
• Self-study Hours: 130
• Assessment Hours: 10
• Total Hours: 175

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.

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.

• Contact Hours: 35
• Self-study Hours: 130
• Assessment Hours: 10
• Total Hours: 175

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

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.

• Contact Hours: 35
• Self-study Hours: 130
• Assessment Hours: 10
• Total Hours: 175

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.

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.

• Contact Hours: 35
• Self-study Hours: 130
• Assessment Hours: 10
• Total Hours: 175

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.

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.

• 203 Contact Hours
• 2597 Self-study Hours
• 100 Assessment Hours
• 2900 Total Hours

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