DBA Program Curriculum

Transcription

1 DBA Program Curriculum Code Courses Class Hours Self-Study Hours ECTS* 1st Year Courses (35 ECTS Credit Points) Unit 1: Fundamentals of Scientific Research Courses DBA801 Philosophy of Science DBA802 Qualitative Research Methodology DBA803 Quantitative Research Methodology Unit 2: Specialized Courses in Business Administration DBA804 Management of Innovation and Change DBA805 Finance DBA806 Marketing in the Information Age DBA807 Strategic Management DBA808 Entrepreneruship nd Year Courses (18 ECTS Credit Points) Unit 3: Specialized Courses in Business Admin. and Research Seminars/Workshops DBA809 International Business DBA810 Research Seminar/Workshop I DBA811 Information Systems Management DBA812 Supply Chain Management DBA813 Research Seminar/Workshop II rd Year Courses (7 ECTS Credit Points) Unit 4: Specialized Courses in Business Admin. and Research Seminars/Workshops DBA814 Human Resources Management DBA815 Research Seminar/Workshop III Total Courses, Research Seminars/Workshops Unit 5: Thesis DBA901TH DBA Thesis 120 *ECTS = European Credit Transfer and Accumulation System 1

2 DBA MODULE DESCRIPTIONS Philosophy of Science DBA801 1 st 1 st Number of ECTS Credits: 5 Have an advanced knowledge of philosophy of science and its main debates; Have a better understanding of scientific methods and paradigm shifts; Effectively analyze the different philosophical positions that have been taken over time; Have a better understanding of these issues and their relevance for scientific research in the field of business administration and ICT management; Have a solid foundation upon which to pursue research in his/her chosen area within the field of business administration/ict management. Mode of delivery: Face-to-face Prerequisites and co-requisites: Recommended optional programme components: Philosophy of science is concerned with a study of both the nature and methodology of science in general and the conceptual and philosophical foundations of a particular field within science. The aim of this course is to introduce to the student these perspectives in philosophy of science. The general philosophical aspects of the course shall address fundamental epistemological issues while the second perspective will focus specifically on research issues within the field of business administration and management. The course will provide a philosophical examination of some of the conceptual foundations of modern science. Different understandings of scientific explanation will be explored 2

3 following which we will take an in-depth look at some of the major shifts of paradigm that are generally referred to as scientific revolutions. Zucker, A. (ed), Introduction to the Philosophy of Science, Prentice Hall, 1996, (ot later edition), Curd, M. and Cover, J.A., Philosophy of Science: The Central Issues, W.W. Norton & Company, London, 1998 (or later edition), Kuhn, T., The Structure of Scientific Revolutions, University of Chicago Press, 1962, 1970, 1996 (or later edition). - Continuous assessment based on case analyses and presentations (40% of final grade). Qualitative Research Methodology DBA802 1 st 1 st Number of ECTS Credits: 5 Carry out an advanced analysis of the the characteristics, language and logic of qualitative research methods. Analyze and apply the techniques of qualitative data analysis in the conduct of their DBA thesis research. Assess the level of quality and rigor in a qualitative research study. Formulate grounded hypotheses for later quantitative investigation; 3

4 Explain and interpret the meanings, assumptions, and context of the results of a qualitative research undertaking. Mode of delivery: Face-to-face Prerequisites and co-requisites: Recommended optional programme components: This course will present and elucidate the characteristics of various approaches to designing and conducting qualitative research projects in the field of business administration and management as well as information technology. Students will be exposed to the various qualitative methods and techniques used in social science research thus providing them with a firm scientific basis for designing and carrying out their own piece of doctoral research using qualitative methodology (research design, method of data collection, method of data analysis). Denzin, N. K. & Lincoln, Y. S., (eds.), The SAGE Handbook of Qualitative Research, Sage Publications, Creswell, J. W. Qualitative Inquiry and Research Design: Choosing Among Five Traditions. Sage Publications, Morse, J. M. (ed). Critical Issues in Qualitative Research Methods, Sage Publications, Continuous assessment based on exercises and presentations (40% of final grade). Quantitative Research Methodology DBA803 1 st 4

5 1 st Number of ECTS Credits: 5 Successfully carry out a piece of doctoral research utilizing quantitative methods; Identify differences between descriptive statistics; Identify differences between variables; Compute and interpret measures of explained variables; Understand sampling distribution; Use sampling distribution of the difference between two sample means; Interpret the results in terms of the hypothesis being tested; Able to fully use and understand statistical packages for data analysis such as SPSS, SAS, LISREL, etc.; Write, present, and successfully defend a doctoral thesis in his/her chosen area of interest. Mode of delivery: Face-to-face Prerequisites and co-requisites: Recommended optional programme components: The course addresses the various multivariate statistical techniques commonly used to analyze data in management research. Multiple regression analysis, correlation, analysis of variance, discriminant analysis are all covered at some length in the course. SPSS, SAS, LISREL are used as the statistical packages for data analysis. Interpretation, reporting and critical reflection of the results for management are emphasized throughout the course. Gill, J., abd Johnson, P., Research Methods for Managers, SAGE Publications Ltd., 4 th edition, Krishnaswamy, K.N., Sivakumar, A.I., Mathirajan, M., Management Research Methodology:Integration of Methods and Techniques, Pearson Education India, Agresti, A., and Barbara Finlay, Statistical Methods for the Social Sciences, 4. ed.: Upper Saddle River, N.J. Pearson, Tharenou, P., Donohue, R., and Cooper, B., Management Research Methods, Cambridge University Press, Johnson, P., and Clark, M., Business and Management Research Methodologies, SAGE Publications, Continuous assessment based on exercises and quizzes (40% of final grade). 5

6 Management of Innovation and Change DBA804 1st 2 nd Number of ECTS Credits: 4 Critically assess the nature and role of innovation and change in the management of organizations in the profit and not-for-profit sectors of the economy and other types of organizations in the twenty-first century. Analyze and develop a high level capacity to respond practically and creatively to problems and opportunities; Analyze approaches designed to develop ideas, manage innovation and transfer knowledge (including scanning the environment, changing structures, improving systems and involving people); Help organizations in establishing a climate in which creativity, entrepreneurship and innovation can grow. Analyze, develop, and apply effective innovative strategies (including the learning organization, the use of partnership, networks and self-organization) for restructuring an organization. Develop and apply advanced knowledge of how innovation works, and how people interact with changed circumstances. Develop innovative ideas and concrete plans which contribute to a better understanding of the different perspectives of innovation and how these impact upon an organization s competitive strategy and market position. Have a broad comprehension of concepts and theories for understanding and analyzing change and innovation; Identify and critically reflect on key managerial issues and trade-offs in organizing for innovation and change; 6

7 Discuss and propose alternative ways of organizing to encourage innovation, creativity and change in organizations Assess the impact of information and communication technologies on problem-solving, data access and networking. Mode of delivery: Face-to-face Prerequisites and co-requisites: Recommended optional programme components: Managers must have a deep understanding of how innovation works, and how people interact with changed circumstances. Implementation of new ideas, new strategies and new technology is one of the most complex of any organization s tasks. This course introduces the student to the perspective of innovation and change in the organization. It highlights the tools and techniques necessary to ensure success when bringing new processes and different strategies into an organization. The course aims to examine these processes within large and small businesses across all sectors in order to understand the essential features of the management of innovation and change Galavan, R., Murry, J, and Markides, C (eds), Strategy, Innovation, and Change: Challenges for Management, Oxford University press, Form of examination - Continuous assessment based on case analyses and presentations (40% of final grade). Finance DBA805 1 st 2 nd 7

8 Number of ECTS Credits: 4 Evaluate a company s profitability using measures of company performance - net income - as well as profitability analysis techniques including per share analysis, common-size analysis, percentage change analysis, and alternative measures of income. Compare the profitability of companies using the rate of return on assets and its components: profit margin and total assets turnover. Evaluate short-term liquidity risk, long-term solvency risk, credit risk and bankruptcy risk, systematic risk and fraudulent financial reporting risk. Describe the concept of quality of accounting information, including the attributes of economic content and earnings sustainability. Develop financial statement forecasts including balance sheets, income statements, and statement of cash flows. Estimate the company value using dividend-based valuation approaches.. Determine the impact of the following factors on market multiples, (a) risk and the cost of equity capital, (b) growth, (c) differences between current and expected future earnings, and (d) alternative accounting methods and principles. Mode of delivery: Face-to-face Prerequisites and co-requisites: Recommended optional programme components: The course presents and analyzes the latest standards of financial analysis and reporting methods as they apply in a global market environment. The course is delivered through a carefully judged blend of practice, theory and case-based learning. Six core modules provide a through grounding in the field of international, organizational finance including subject matter that covers all current trends and issues; The course presents and analyzes the latest advances in financial theory as well as problem-solving techniques used in modern accounting and finance. The student will have an advanced understanding of financial statements, capital budgeting, working capital management, long-term debts, and capital funding. The course provides the student with the analytical tools and techniques used in financial accounting as applied to complex business situations internationally. It addresses contemporary issues in management accounting, financial management and organizational control. Williams, J., et al, Financial and Managerial Accounting, McGraw-Hill/Inwin, Continuous assessment based on exercises and quizzes (40% of final grade). 8

9 Marketing in the Information Age DBA806 1st 2 nd Number of ECTS Credits: 4 Apply concepts, theories and models for a better appreciation of the challenges and opportunities of marketing in the information age. Use information technology to design and implement an effective global marketing strategy in the information age. Integrate various elements of marketing to develop marketing plans for specific marketing activities. Analyze social media and show how it contributes to the development of an effective marketing strategy. Systematically analyze and solve marketing problems. Use analytical skills to evaluate business problems, identify key issues involved in a problem, and develop alternative solutions. Mode of delivery: Face-to-face Prerequisites and co-requisites: Recommended optional programme components: The advent of modern information technology (IT) has brought about revolutionary changes in the way businesses are run today. In the field of marketing the influence of IT has included the way in which marketing information is collected, structured and disseminated in a way that allows effective marketing strategies to be executed. The course is structured in a way that responds adequately to the changing dynamics of global marketing in the information age. The course will also focus on the alignment of the company s international marketing strategy and its information technology strategy in 9

10 order to maximize its Organizational Learning and Knowledge Management abilities in the global market environment. Daniel, E. et al, Marketing in the Digital Age, Pearson Education, London, Schneider, G., Electronic Commerce, Thompson Course Technology, Postman, P. The Marketing Era: Marketing to the Imagination in a Technology-Driven World, McGraw-Hill, N.Y Cateora, P. R. and Ghauri, P.N., International Marketing: European Edition, McGraw-Hill (latest edition) - Continuous assessment based on case analyses and presentations (40% of final grade). Strategic Management DBA807 1 st 2 nd Number of ECTS Credits: 4 Effectively formulate and implement a competitive strategy of a company in the global marketplace. Apply the concepts of strategic analysis in complex business environments. 10

11 Carry out a diagnosis of competitive and industry environments, organisational structure and operations, strategic resources, strength of strategic positioning, etc. Formulate a medium-term development strategy: selection of a growth-rate, which activities to focus on, which core-competencies and strategic resources to earmark for investment, how to enter new markets/activities and access complementary competencies and resources, and recommend improvements to operations and the organization structure of the company. Plan, organize and quantify the implementation of the selected strategy. Assess a company s main capabilities, competencies and competitive advantages. Develop and defend a cohesive organizational strategy.. Mode of delivery: Face-to-face Prerequisites and co-requisites: Recommended optional programme components: Advanced issues and practice of Strategic Management are addressed in this course. The focus is on the organization, its industry and competitive environment, its long-term direction and strategy, its resources and capabilities, and its prospects for success. The basic concepts and tools of strategic analysis are presented in an integrated approach and applied to real business context. Topics covered include: the concept of corporate strategy, industry analysis, firm analysis, the nature and sources of competitive advantage, corporate strategy, global strategies and the multinational corporation David, F.R., Strategic Management: Concepts and Cases, 11th ed., Prentice-Hall, Continuous assessment based on case analyses and presentations (40% of final grade). Entrepreneurship DBA808 11

12 1st 2 nd Number of ECTS Credits: 4 Determine the nature and significance of enterprise and innovation in a number of industries and judge the implications of entrepreneurial activity. Assess the nature of the enterprise environment. Explain the concepts of the entrepreneur, entrepreneur, entrepreneurship, including social entrepreneurship, and innovation. Reflect upon and develop personal entrepreneurial attributes and competencies; Critically evaluate a theoretical contribution to the area of study, present findings clearly and lead an informed discussion. Explain the process of innovation and entrepreneurial opportunity recognition. Generate good ideas, and conduct primary or secondary research relevant to theoretical contributions and new business opportunities. Synthesize a comprehensive range of technical and management skills gained andapply these to an initial feasibility study project. The course will enable students have a thorough understanding of the process of turning an idea into a business reality. It will focus on the execution of the entrepreneurial process. Students will learn to explore ideas and the value of picking a practical winning idea and how to make effective presentations to capture investor interests. The process will include building partners, employees and investors and how to manage the growth of the business. Product and service development through operations and marketing efforts will be examined. Techniques to manage the budget to allow for this process will be covered as well. This module will highlight practical applications in the context of today s dynamic and turbulent business world. Focus will be on how new business ideas are developed and implemented, stimulated by the opportunities and challenges brought about by globalization, liberalization and technology. The understanding of the entrepreneurial process requires a change in paradigm that looks into the changing rules of competition giving rise to new and contemporary business models. Discussions will include related ethical, international and legal issues on how to fundamentally start a viable business. Kuratko, D.F. & Hodgetts, R.M., Entrepreneurship, 7th edition, Thompson, South-Western, 2007 Hisrich, R.D. & Peters, M.P., Entrepreneurship, 5th edition, McGraw-Hill, Irwin, Continuous assessment based on case analyses and presentations (40% of final grade). 12

13 International Business DBA809 2 nd 1st Number of ECTS Credits: 4 Assess role of information systems management and show its relevance in structuring an organization s competitive strategy Skilfully utilize modern information systems and technology in designing and implementing a global business strategy Assess and provide alternative solutions to a company s international strategy and the external environment factors that impact its competitiveness. Analyze corporate situations from a global, cross-functional perspective and provide alternative solutions to formulating a competitive strategy in the global marketplace. This course focuses on an analysis of international business, foreign investment, trade and globalization. Topics include global economies, the role of technological and cultural factors in conducting global business, the multinational enterprises (MNE) and their key management issues. Even though this course draws on several different academic disciplines including economics, international economics, strategic management, the goal is always to draw out the implications for firms. Ajami, R.A. & Goddard, G.J., International Business A Course on the Essentials, 3 rd. edition, M.E. Sharpe,

14 Carpenter, M., and Sanjyot P. Dunung, International Business: Opportunities and Challenges in a Flattening World, Emerald, 2011 Dunning J.H., Lundan S.M., Multiational Enterprises and the Global Economy, 2nd edition, Edward Cheltenham: Elgar Publishing Ltd, Dunning J.H., Multinationals, Technology and Competitiveness, London: Unwin Hyman Ltd, Continuous assessment based on case analyses and presentations (40% of final grade). Information Systems Management DBA811 2 nd 1 st Number of ECTS Credits: 4 Critically assess database concepts, models, and management systems. Apply database management system to analyze company problems. Use advanced structured query language (SQL) to create, manipulate, and query databases. Develop, design, and construct a typical enterprise database. Apply proper techniques, such as normalization, in designing a database for the enterprise. Competently use several commercially available database management systems such as Access and Oracle SQL Plus. Effectively utilize information systems and technology in designing and implementing a global business strategy. 14

15 The course examines the current techniques and practice of effective use of information systems in an organization and its impact on business strategy. Analysis of emerging technologies with application to business processes is thoroughly examined. The course also examines the role of management in effectively implementing an information systems strategy in the organization. The course reviews the range and impact of information systems and technology organizations use in designing and implementing their global business strategies. Integration of information systems with business strategy, personnel, and organizational considerations are all addressed in the course. Piccali, G., Information Systems for Managers: Text and Cases, John Wiley & Sons, Hoboken, NJ, Continuous assessment based on exercises and quizzes (40% of final grade). Supply Chain Management DBA812 2 nd 2 nd Number of ECTS Credits: 4 Upon successful completion of the course the student will be able to: Assess the strategic aspect of good supply chain design, planning, and operation in a company. Analyze the impact of supply chain management on a company s global competitive position. Assess the key drivers of supply chain performance and show these drivers may be used on a practical level during supply chain design, planning, operations to improve performance. Appraise the role of transportation in a company s business strategy. Assess the importance of information technology in a company s supply chain. 15

16 The course addresses the strategic aspects of supply chain management with a particular focus on the global business environment. Topics covered include: approaches to strategic management, relationship between corporate strategy and purchasing and supply chain management strategy, strategic management of quality and materials flow, strategic management of costs and added value, strategic management of supplier relationships, developments in strategic purchasing and supply chain management practices in global business. Simchi-Levi, D., et al, Designing and Managing the Supply Chain: Concepts, Strategies, and Test Studies, 3rd edition, Mcgraw-Hill, N.Y., Chopra, S. & Meinal, P., Supply Chain Management, 3rd edition, Pearson, Prentice-Hall, N.Y., Continuous assessment based on case analyses and presentations (40% of final grade). Human Resources Management DBA814 3 rd 1st Number of ECTS Credits: 4 Strategically manage human resources in a modern enterprise operating on a global leve.l Critically analyze human resource and change within the context of multicultural, global environment. 16

17 Show how strategic management of human resources contributes to company profitability. Critically assess and provide insight to the influence of the external environmental factors on effective management of human resource in a modern enterprise. Manage complex human resources problems in an uncertain environment during periods of rapid change. The course is concerned with human resources management in a global, multicultural perspective. The course shall prepare the manager to utilize the human assets of the organization in a manner that maximizes his/her contributions to the organizational performance. Emphasis will be placed in understanding the differences and similarities of individuals and a variety of groups, with a careful examination of individual and group values, attitudes, and behaviour. Equipped with this understanding, the manager should be able to operate comfortably and successfully in today s complex workplace. York, K.M., Applied Human Resources Management: Strategic Issues and Experiential Exercises, Sage Publications, Examination form: - Continuous assessment based on case analyses and presentations (40% of final grade). Research Seminars & Workshops DBA810, DBA813, DBA815 DBA810 (Second Year, First Semester) DBA813 (Second Year, Second Semester), DBA815 (Third Year, First Semester) See above Number of ECTS Credits: 9 17

18 Apply theoretical and methodological understanding and skills into devising researchable ideas and specific research questions and hypotheses. Conduct a focused review of the relevant literature and create appropriate conceptual framework. Develop a realistic research design with specific research strategies. Think through and articulate a chapter by chapter outline of the intended DBA thesis. Communicate research ideas and the appropriate theoretical and methodological issues effectively and efficiently. Critique other s ideas paying particular attention to both theoretical and methodological rigor and reality. Gain an understanding of the process of dissertation including: stress, time, and project management, committee formation, dissertation proposition and defense. Mode of delivery: Face-to-face Prerequisites and co-requisites: Recommended optional programme components: These Research Seminars and Workshops are designed to enable students prepare and present ongoing DBA theses research to peers and faculty as well as share ideas on their on-going thesis research. They also provide the opportunity for students to have informed insight from guest lecturers on their ongoing thesis research. Recommended readings: Rudestam, K.E. & Newton, R.R., Surviving Your Dissertation: A Comprehensive Guide to Content and Process, 3 rd Edition, Sage Publications, Creswell, J.W. (2009). Research Design: Qualitative, Quantitative, and Mixed Methods Approaches, Sage Publications, Leedy, P. & Ormrod, J. Practical Research: Planning and Design, 9 th edition, Pearson Publications, Babbie, E. The Practice of Social Research, 12 th Edition, Wadsworth, Examination form: - Continuous assessment based on research presentations (100% of final grade). 18

19 Following successful completion of the course component of the programme students will focus their full attention on research leading to the DBA thesis. Each student is assigned a thesis supervisor who will guide him/her through the research process. Students are encouraged to choose a topic from their area of responsibility in an organization (or an area they wish to focus upon in their career path) for the DBA thesis. The thesis, comprising to words and embodying the result of an original investigation, must be submitted and orally defended in front of a panel of experts made up of faculty members of CASS Europe, adjunct faculty from partner universities, and external assessors. 19