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.

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

Given the financial crisis of 2008, 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.

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.

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.

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.

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.

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.

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 student 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.

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.