The degree of Doctor of Business Administration (abbreviated DBA or D.B.A. and equivalent to PhD in Business Administration), is a highest academic degree and a research doctorate in business administration. The DBA requires advanced coursework and research beyond the master-level degree that usually results in a dissertation and possible journal publication that contributes to business practice.

DBA programme contributes to the research excellence. By conducting research in the specialist area, students are able to further their professional careers and improve expertise to contribute to grow competitive advantage and differentiate themselves in the jobmarket. We have more than 130+ universities who offer DBA courses in the UK.

Know about DBA

Doctorate of Business Administration (DBA) is a professional doctoral degree, designed to enhance executive and professional practice through the application of business and management theory and research into real and complex issues.

The capability to develop knowledge and theory, and their application and, to develop personal, consultancy and research skills.

Aims

DBA will help you to:

  • Develop a sound understanding of the relevant conceptual and theoretical in the area of business and management
  • Have a detailed understanding of applicable techniques for research
  • Enhance performance as a reflective practitioner and professional practice
  • Develop personal, consultancy and research competences at an advanced level

The programme is particularly benefit to experienced executives, consultants, management managers and business academics. A DBA degree will enhance professional capability and credibility, and develop networks. Employers benefit from supporting candidates for the DBA by attracting, developing and retaining key talent and building knowledge for competitive advantage.

Know about DBA and PhDs

The DBA has both rigour and relevance as it contributes to theory and practice in business and management. The DBA typically focuses on research ‘in’ organisations rather than research ‘on’ organisations. It is more likely to involve cross-disciplinary work and mixed methods and contribute to developing students’ own practice and development.

There are a number of DBA research topics across the various academic disciplines in the UK University. When writing your research outline, the followings are some important topics you can consider for UK universities.

Leadership, Organisations and Behaviour

  • Virtue and integrity theories applied to problems of governance and agency in business, business and society and critical approaches to management
  • Cultural change (in particular industries, or in relation to the business and society relationship at large e.g. globalisation) and the nature of ethical issues arising for individuals and groups in organisations and in the organisation and society relationship
  • Challenges of ethical pluralism and relativism in relation to context and stakeholder problems
  • Morals and the limits of Markets; Challenges for the common good
  • The role of ethics of dialogue in organisations and society, the nature of dialogic ethics and agency
  • The role of businesses and international organisations in the development of universal humanistic and eco-centric ethics
  • Philosophical topics in organisation studies (especially questions about the ontology of organisations)
  • Proposals that use convention theory (sometimes called pragmatic sociology) and apply it to organisations
  • Proposals on alternative ways of valuing and prioritisation in general, or with a specific focus on healthcare
  • Any topics related to the philosophical foundations of economic thought
  • Gender, race, class in the workplace
  • Intersectional perspectives on employment and organisations
  • Elites and Professions
  • Professional status and inequality regimes
  • Critical perspectives on stress and well-being at work
  • Critical perspectives on power in organisations
  • Lacanian studies of organisational issues
  • Management in cultural and creative organisations, particularly legitimisation strategies and relations within creative clusters

Engaging Leadership

  • Distributed Leadership in complex professionalized settings and strategies to facilitate its emergence
  • Project leadership change management
  • Leadership development processes to enable women to access senior positions and break the glass ceiling
  • Leadership dysfunction and its effect on organizational culture/wellbeing
  • Team leadership, team dynamics and team effectiveness)
  • Leadership and innovation-creativity on teams
  • Exploring organisational leadership capability
  • Energizing senior management teams
  • Developing leadership capacity on the job
  • Digital strategic leadership

Entrepreneurship

  • The economics of entrepreneurship – Clusters and their evolution; Government Policies for the development of Small Business concerns and Clusters; The sources of Finance of Small and Medium-sized firms; Regional and National Systems of Innovation and their Evolution (all in relation to developed countries only)
  • Leadership and Management in Entrepreneurial and /or Family firms – The impact of Gender on Management in SMEs, Women in Entrepreneurship
  • Intermediation and market making
  • Cross-Cultural Entrepreneurship – Ethnic entrepreneurship

Organisational Learning and Knowledge Strategies

  • The relationship between organisational learning, continuity and change
  • Pathways to organisational UNlearning
  • How knowledge strategies contribute to organisational development and change
  • The qualities of ambidextrous leadership that facilitate organisational development
  • The role of paradoxical experience in facilitating learning
  • How conceptualisations of time affect intellectual capital and knowledge work
  • The contribution of knowledge management and organisational learning to organisational agility or dynamic capability development
  • The role of organisational learning andknowledge management to organisational resilience
  • Complexity and simplification, their role and implications in management decision making