Describe your proposed research topic area, referencing the Doctor of Business Administration (DBA) Programs of Research document

For this week’s progress report:

  1. Describe your proposed research topic area, referencing the Doctor of Business Administration (DBA) Programs of Research document, linked in the Resources, and the specialization resources it includes.
  2. Note any questions or concerns you want your faculty to address this week.

Provide a 250-300 word posting in which you detail the following:

What are your aspirations as a DBA scholar?

What are your aspirations as a DBA practitioner?

What are high level skills expected of DBAs to be able to apply knowledge and research to inform solutions to address existing problems in their professional field?

Through the use of examples, what is your understanding of the difference between a Capstone project and dissertation?

Based upon your review of the assignments for this course what skills will you be drawing upon over the next 10 weeks?

Doctor of Business Administration

Programs of Research v2.1

effective July 2019 SCHOOL OF BUSINESS & TECHNOLOGY

Capella University

225 South Sixth Street, Ninth Floor

Minneapolis, MN 55402

 

 

 

 

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TABLE OF CONTENTS

DOCTOR OF BUSINESS ADMINISTRATION PROGRAM ………………………………………. 5

Guidelines ………………………………………………………………………………… 5

Definition of Research ………………………………………………………………….. 5

DBA Research Philosophy and Framework ………………………………………. 5

ACCOUNTING SPECIALIZATION …………………………………………………………………… 6

Guidelines ………………………………………………………………………………… 6

Theoretical Perspectives ……………………………………………………………….. 6

Accounting Topic Areas …………………………………………………………………. 6

Scholarly Journals …………………………………………………………………… 6

BUSINESS INTELLIGENCE …………………………………………………………………………… 7

Guidelines ………………………………………………………………………………… 7

Identifying an Issue, Problem, or Opportunity …………………………………. 7

Theoretical Perspectives ……………………………………………………………. 7

Practitioner/Applied Research Perspectives……………………………………… 7

Business Intelligence Applied Research Topic Areas …………………………… 8

Scholarly Journals …………………………………………………………………… 8

Example Instruments or Research Methodologies …………………………………. 8

FINANCE SPECIALIZATION …………………………………………………………………………. 9

Guidelines ………………………………………………………………………………… 9

Theoretical Perspectives ……………………………………………………………….. 9

Finance Topic Areas …………………………………………………………………….. 9

Scholarly Journals …………………………………………………………………… 9

GLOBAL OPERATIONS/SUPPLY CHAIN MANAGEMENT ………………………………. 11

Guidelines ……………………………………………………………………………….. 11

Identifying an Issue, Problem, or Opportunity ……………………………….. 11

Theoretical Perspectives ………………………………………………………….. 11

Practitioner/Applied Research Perspectives……………………………………. 11

Business Intelligence Applied Research Topic Areas …………………………. 12

Scholarly Journals …………………………………………………………………. 12

Example Instruments or Research Methodologies ………………………………… 12

 

 

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HUMAN RESOURCE MANAGEMENT …………………………………………………………. 13

Guidelines ……………………………………………………………………………….. 13

Identifying an Issue, Problem, or Opportunity ……………………………….. 13

Applied Research Sample Topic Areas …………………………………………. 13

Scholarly Journals …………………………………………………………………. 14

Example Research Methodologies ………………………………………………. 14

INFORMATION TECHNOLOGY MANAGEMENT …………………………………………… 15

Guidelines ……………………………………………………………………………….. 15

Identifying an Issue, Problem, or Opportunity ……………………………….. 15

Theoretical Perspectives ………………………………………………………….. 15

Practitioner/Applied Research Perspectives……………………………………. 15

Information Technology Management Applied Research Topic Areas …………………………………………………………………………………… 15

Scholarly Journals …………………………………………………………………. 17

Example Instruments or Research Methodologies ………………………………… 17

LEADERSHIP …………………………………………………………………………………………… 18

Guidelines ……………………………………………………………………………….. 18

Identifying an Issue, Problem, or Opportunity ……………………………….. 18

Leadership Theoretical and Applied Topic Areas ……………………………… 18

Scholarly Journals …………………………………………………………………. 19

A list of top-rated journals can be found in the Capella Library Topic Exploration Quickstart Literature Guide: Leadership ……………………………… 19

Example Leadership Articles ………………………………………………………….. 19

MARKETING ……………………………………………………………………………………………. 21

Guidelines ……………………………………………………………………………….. 21

Identifying an Issue, Problem, or Opportunity ……………………………….. 21

Marketing Theoretical and Applied Topic Areas ………………………………. 21

Scholarly Journals …………………………………………………………………. 22

Example Marketing Articles ………………………………………………………. 22

PROJECT MANAGEMENT ……………………………………………………………………………. 24

Guidelines ……………………………………………………………………………….. 24

Identifying an Issue, Problem, or Opportunity ……………………………….. 24

Theoretical Perspectives ………………………………………………………….. 24

Practitioner/Applied Research Perspectives……………………………………. 24

 

 

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Project Management Applied Research Topic Areas …………………………. 24

Scholarly Journals …………………………………………………………………. 25

Example Instruments or Research Methodologies ………………………………… 25

STRATEGY AND INNOVATION ………………………………………………………………. 26

Guidelines ……………………………………………………………………………….. 26

Identifying an Issue, Problem, or Opportunity ……………………………….. 26

Strategy and Innovation Theoretical and Applied Research Sample Topic Areas …………………………………………………………………………. 26

Scholarly Journals …………………………………………………………………. 26

Example Strategy and Innovation Articles …………………………………….. 27

 

 

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DOCTOR OF BUSINESS ADMINISTRATION PROGRAM

Guidelines Within the Doctor of Business Administration (DBA) program are 10 professional doctorate specializations. Each specialization has programs of research, or research topic areas, that are appropriate and relevant to its field and that are represented within that specialization by faculty who have an interest and expertise in those topics. The following document details the programs of research for:

• accounting • business intelligence • finance • global operations/supply chain management • human resource management • information technology management • leadership • marketing • project management • strategy and innovation

 

Definition of Research Consistent with the educational philosophy to prepare learners to have an immediate impact in the work place and community, Capella University provides a doctoral educational experience that supports learner development within the scholar-practitioner model. As scholar- practitioners, Capella doctoral learners conduct authentic research. Authentic research is actionable research to advance and/or apply theory to solve social problems. More specifically,

• Capella describes doctoral-level investigation in the Doctor of Philosophy (PhD) programs through the utilization of research which extends theory and uses new knowledge to solve a real-world problem.

• Capella describes doctoral-level investigation in the Professional Doctorate programs through the utilization of research which applies existing theory and knowledge to solve a real-world problem.

• Capella University is committed to its institutional responsibility to respect and protect the rights and welfare of human participants and their data in research. Doctoral learners are expected to demonstrate the highest standards of ethical conduct in all phases of their doctoral research and scholarship.

DBA Research Philosophy and Framework

The research philosophy of the DBA program emphasizes useful applied business research with a scholar-practitioner focus. The DBA philosophy toward learners’ research is to promote research that identifies and addresses specific problems, opportunities, or challenges in the practice of the disciplines of specialization within business administration. Within this framework, the DBA embraces both quantitative and qualitative methodologies.

The culminating experience is an applied business research project that aligns with this philosophy.

 

 

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ACCOUNTING SPECIALIZATION

Guidelines The DBA Accounting specialization is designed for accounting faculty, accounting professionals such as certified public accountants and certified and chartered management accountants, or those with a master of accountancy or equivalent degree. The specialization provides learners the opportunity to develop advanced knowledge of accounting research, practice, and education and strengthens the skills needed to think critically about, and formulate appropriate solutions to, accounting problems in the global era. Throughout the specialization, learners evaluate advanced theoretical constructs, standards, and techniques of accounting practice; analyze strategic implications of accounting issues; and conduct scholarly research that contributes to the field of accounting. Successful completion of this specialization prepares learners to pursue advancement in accounting research, practice, teaching, management, or consulting.

The DBA Accounting specialization faculty suggest learners use this information as a guideline. Research topics must be approved by the appropriate faculty as specified in the program version. The following perspectives and topic areas provide areas of consideration.

 

Theoretical Perspectives

• corporate tax reform theory • entity theory • political theory of corporate taxation • progressive income tax theory

 

• Perkins theory of taxation • static trade-off theory • theory of cost accounting • auditing theory

 

Accounting Topic Areas

• fraud in corporate finance • financial accounting • cost accounting • tax consequences on shareholders’

wealth • working capital management • ethics in accounting and finance • Generally Accepted Accounting

Principles (GAAP) vs. International

 

Financial Reporting Standards (IFRS)

• managerial accounting • international accounting • cash management • ethics in corporate accounting • multinational accounting and finance • public and nonprofit accounting and

finance

Scholarly Journals

A list of top-rated journals can be found in the Capella Library Topic Exploration Quickstart Literature Guide: Accounting.

 

 

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BUSINESS INTELLIGENCE Guidelines

Business Intelligence (BI) comprises the set of strategies, processes, applications, data, technologies, and technical architectures that enterprises use to support the collection, analysis, presentation, and dissemination of business information. BI technologies provide historical, current, and predictive views of business operations. Common functions of business intelligence technologies include reporting, online analytical processing, analytics, data mining, process mining, complex event processing, business performance management, benchmarking, text mining, predictive analytics, and prescriptive analytics. BI technologies can handle large amounts of structured and sometimes unstructured data to help identify, develop, and otherwise create new strategic business opportunities. BI technologies aim to allow for the easy interpretation of these big data. Identifying new opportunities and implementing an effective strategy based on insights can provide businesses with a competitive market advantage and long-term stability.

The DBA Business Intelligence specialization faculty suggest learners use this information as a guideline. Research topics must be approved by the appropriate faculty as specified in the program version. The following perspectives and topic areas provide areas of consideration.

Identifying an Issue, Problem, or Opportunity

Researchers seek to respond to business intelligence problems that need to be solved. Applied research emphasizes practical problem solving. Applied research in business intelligence seeks to reveal answers to specific business problems related to action, performance, or policy needs.

Theoretical Perspectives

• game theory • systems theory • structuration theory • actor-network theory • information infrastructure theory

Practitioner/Applied Research Perspectives

• representation, communication, execution, and retrieval of business policies, rules,

and processes • data mining and visualization • machine learning and knowledge discovery • information retrieval • competitive intelligence and analysis • dynamic pricing • agents and the semantic web • recommendation and reputation systems • automated contracting, brokering, and negotiation

 

 

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Business Intelligence Applied Research Topic Areas

• business intelligence and censorship • business intelligence education • business intelligence organization • business intelligence and value creation • business intelligence and crime management • business intelligence and crisis management • business intelligence and customer feedback management • business intelligence and location data • mobile business intelligence • sentiment analysis

Scholarly Journals

A list of top-rated journals can be found in the Capella Library Topic Exploration Quickstart Literature Guide: Business Intelligence.

Example Instruments or Research Methodologies

• case studies • Delphi analysis • action research • exploratory data analysis • descriptive research • inferential research

 

 

 

 

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FINANCE SPECIALIZATION

Guidelines The DBA Finance specialization provides learners with advanced knowledge of finance theory and practice and seeks to enable learners to identify and solve finance problems within financial systems and institutions. The curriculum emphasizes current and emerging theory in financial systems and institutions management, the economic foundation of financial systems and institutions, financial reporting, investments, portfolio management, and derivatives and commodities. Successful completion of this specialization prepares learners to lead, consult, or teach in the area of finance.

The DBA Finance specialization faculty suggest learners use this information as a guideline. Research topics must be approved by the appropriate faculty as specified in the program version. The following perspectives and topic areas provide areas of consideration.

 

Theoretical Perspectives

• theorem of capital-structure irrelevance (Modigliani & Miller) • trade-off theory of leverage (Modigliani & Miller) • trade-off and pecking order theories of debt (Murray & Vidhan) • capital asset pricing model • capital budgeting model (Sullivan & Sheffrin) • working capital management theory (Sagan) • modern portfolio theory (Markowitz)

 

Finance Topic Areas

• investment and financing decisions • optimal capital structure with

taxation • bankruptcy costs • agency theory and ownership

structure • dividend puzzle • information and signaling hypothesis • stockholders and bondholders

conflict • corporate leasing policy • pricing of debt • options pricing analysis • investment banking and capital

acquisition

• IPOs underpriced or overpriced • bonds and yield curve • mergers and acquisitions • corporate control • Certified Associate in Project

Management® CAPM model • options pricing and strategies • capital budgeting techniques • real estate market • 2008 failure of financial institutions • mortgage market • insurance market • commercial papers • foreign exchange market • risk factors in capital markets

Scholarly Journals

A list of top-rated journals can be found in the Capella Library Topic Exploration Quickstart Literature Guide: Finance.

 

 

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Finance Research Articles Bardhan, I. R., Demirkan, H., Kannan, P. K., Kauffman, R. J., & Sougstad, R. (2010). An

interdisciplinary perspective on information technology services management and service science. Journal of Management Information Systems, 26(4), 13–64.

Doherty, N., & Pond, K. (1995). An expert system solution to mortgage arrears problems.

Service Industries Journal, 15(2), 267–285. Wasieleski, D., & Weber, J. (2009). Does job function influence ethical reasoning? An adapted

Wason task application. Journal of Business Ethics, 85, 187–199. doi:10.1007/s10551- 008-9938-2

 

 

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GLOBAL OPERATIONS/SUPPLY CHAIN MANAGEMENT

Guidelines Global operations encompass the people, technology, and systems within an organization that are primarily responsible for providing the organization’s products or services. Supply chains are a network of manufacturers and service providers that together create products or services that customers need. These manufacturers and service providers are connected through physical flows, information flows, and monetary flows.

The DBA Global Operations/Supply Chain Management specialization faculty suggest learners use this information as a guideline. Research topics must be approved by the appropriate faculty as specified in the program version. The following perspectives and topic areas provide areas of consideration.

Identifying an Issue, Problem, or Opportunity

Researchers seek to respond to global operations and supply chain management problems that need to be solved. Applied research emphasizes practical problem solving. Applied research in global operations and supply chain management seeks to reveal answers to specific business problems related to action, performance, or policy needs. Operations research is a subfield of applied mathematics. The terms management science and decision science are synonymous.

Theoretical Perspectives

• operations research • management science • data science • information management

Practitioner/Applied Research Perspectives

• mathematical modeling • simulation • optimization • forecasting • simulation • Six Sigma

 

 

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Business Intelligence Applied Research Topic Areas

 

• financial engineering • manufacturing • services • policy modeling and public-sector

work • revenue management • simulation

• stochastic models • transportation models • critical path analysis • optimal search analysis • routing analysis • globalization

Scholarly Journals

A list of top-rated journals can be found in the Capella Library Topic Exploration Quickstart Literature Guide: Global Operations & Supply Chain Management.

 

Example Research Methodologies

• case studies • Delphi analysis • action research • exploratory data analysis • descriptive research • inferential research

 

 

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HUMAN RESOURCE MANAGEMENT

Guidelines The DBA Human Resource Management (HRM) specialization focuses on knowledge and skills needed to teach, consult, lead, practice, and conduct research in the field of human resource management. Learners evaluate multidisciplinary theories and human resource management strategies and practices for creating flexible and innovative settings in the 21st century’s global workplace. The specialization focuses on key issues related to attracting, developing, and retaining a global workforce. The coursework addresses diverse demographic and cultural perspectives, the influence of new technologies on the workplace, and the impact of the dynamic external work environment on human resource management practices.

The DBA Human Resource Management specialization faculty suggest learners use this information as a guideline. Research topics must be approved by the appropriate faculty as specified in the program version. The following perspectives and topic areas provide areas of consideration.

Identifying an Issue, Problem, or Opportunity

Provide corroborative evidence from the current peer-reviewed literature in human resource management to support identification of an issue, problem, or opportunity.

Applied Research Sample Topic Areas

 

• adult learning and andragogy • agency theory • best fit/contingency model • cross-cultural management • e-HRM • employee engagement • ethics and ethical behaviors • exchange theory • expatriate management • expectancy theory • Guest’s model of HRM (1989,

1997) • high-commitment management

model • high-performance management

(high-performance working) model

• Human Resource Information System (HRIS) adoption

• human resource analytics (Fitz- Ens HCM:21 model)

• human resource decision science • human capital theory • intrinsic and extrinsic motivation

• job satisfaction • knowledge worker/capital • logic, analytics, measures, and

process (LAMP) model • mergers, acquisitions, and

downsizing (MADS) • multigenerational workforce • multiculturalism • national culture theory (Hofstede

or GLOBE) • organizational citizenship model) • Patterson’s model of HRM • performance management • reinforcement theory • self-directed teams • social media in HRM • strategic human resource

management theory • succession planning • training and development • turnover • virtual teams • work-life balance

 

 

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Scholarly Journals

A list of top-rated journals can be found in the Capella Library Topic Exploration Quickstart Literature Guide: Human Resource Management.

 

Example HRM Research Articles Campbell, B.A., Coff, R., & Kryscynski, D. (2012). Rethinking sustained competitive advantage

from human capital. Academy of Management Review, 37(3), 376–395. Huselid, M.A. (1995). The impact of human resource management practices on turnover,

productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635–672.

Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management

influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264–1294.

Kim, K. Y., Pathak, S., & Werner, S. (2015). When do international human capital enhancing

practices benefit the bottom line? An ability, motivation, and opportunity perspective. Journal of International Business Studies, 46(9), 784–805.

Nyberg, A. J., Moliterno, T. P., Hale, D., Jr., & Lepak, D. P. (2014). Resource-based

perspectives on unit-level human capital: A review and integration. Journal of Management, 40(1), 316–346.

Oh, I-S., Kim, S., & Van Iddekinge, C. H. (2015). Taking it to another level: Do personality-

based human capital resources matter to firm performance? Journal of Applied Psychology, 100(3), 935–947.

Ployhart, R. E., & Moliterno, T. P. (2011). Emergence of the human capital resource: A

multilevel model. Academy of Management Review, 36(1), 127–150.

 

 

 

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INFORMATION TECHNOLOGY MANAGEMENT

Guidelines

Information technology management (ITM) involves managing the application of computers to store, study, retrieve, transmit, and manipulate data, or information, often in the context of a business or other enterprise. ITM is considered a subset of information and communications technology management (ICTM).

The DBA Information Technology Management specialization faculty suggest learners use this information as a guideline. Research topics must be approved by the appropriate faculty as specified in the program version. The following perspectives and topic areas provide areas of consideration.

Identifying an Issue, Problem, or Opportunity

Researchers seek to respond to ITM problems that need to be solved. Applied research emphasizes practical problem solving. Applied research in ITM seeks to reveal answers to specific problems related to action, performance, or policy needs.

Theoretical Perspectives

• nature of agency ascribed to technology and the social agent • structuration theory • actor-network theory • information infrastructure theory • institutional theory • risk society

Practitioner/Applied Research Perspectives

• conceptualization of technology and its materiality itself (tool, artifact, ensemble) • analytical focus: human agent, teams/groups, organization, interorganization,

national and global contexts • focus on one shot versus process dynamics • theorization of context • the level and nature of change

Information Technology Management Applied Research Topic Areas

 

• ITM and its affect on change • ITM and implications for learning • ITM and the management of

conflict • ITM and risk

assessment/management

• ITM and the use of teams • ITM and the advancement of

globalization • Issues of complexity in ITM

systems • ITM and other technologies

 

 

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• ITM and health administration implications

 

 

 

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Scholarly Journals

A list of top-rated journals can be found in the Capella Library Topic Exploration Quickstart Literture Guide: Information Technology Management.

 

Example Instruments or Research Methodologies

• case studies • Delphi analysis • action research • exploratory data analysis • descriptive research • inferential research

 

 

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LEADERSHIP

Guidelines The DBA Leadership specialization emphasizes multidisciplinary scholarly literature and emerging trends in the leadership field, advancing the theory or practice of leadership to meet the challenges of leading in a dynamic global business environment. The specialization helps learners develop leadership qualities that support integrating multiple perspectives by building the skills in evidence-based thinking, systems thinking, critical thinking, creative thinking, and reflective thinking. The specialization focuses on helping leaders become aware of and shift their beliefs and behaviors as leaders, enabling them to more effectively influence and affect the organization and its external environment.

The DBA Leadership specialization faculty suggest learners use this information as a guideline. Research topics must be approved by the appropriate faculty as specified in the program version. The following perspectives and topic areas provide areas of consideration.

 

Identifying an Issue, Problem, or Opportunity Provide corroborative evidence from the current peer-reviewed literature in leadership to support identification of an issue, problem, or opportunity.

Leadership Theoretical and Applied Topic Areas

 

• leadership and spirituality • cognitive processes in leadership • leading adaptation and innovation • leadership and organizational

culture • leadership and organizational

learning • leaders’ impact on followers • leaders’ stress and well-being • decision making • influence of situations on good

leadership • creativity • innovation • social responsibility andethics • leading groups and teams

(includes virtual) • employee turnover, absenteeism,

and withdrawal • communication (individual, team,

and organization)

• group and team processes • job design, roles, and tasks • leadership behaviors and styles

o authentic leadership o servant leadership o full-range leadership model o leader-member exchange o other models with sound

theory and empirical support

• leadership impact on followers o commitment o motivation o well-being o performance

• organizational development and change

• political dynamics • corporate socialresponsibility • leadership ethics

 

 

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Scholarly Journals

A list of top-rated journals can be found in the Capella Library Topic Exploration Quickstart Literature Guide: Leadership.

 

Example Leadership Articles Bedi, A., Alpaslan, C. M., & Green, S. (2016). A meta-analytic review of ethical leadership

outcomes and moderators. Journal of Business Ethics, 139(3), 517–536. doi:http://dx.doi.org.library.capella.edu/10.1007/s10551-015-2625-1

Cater, J. J., III, & Beal, B. D. (2015). Servant leadership in multigenerational family firms. Journal of Applied Management and Entrepreneurship, 20(4), 25–48. doi:http://dx.doi.org.library.capella.edu/10.9774/GLEAF.3709.2015.oc.00004

Chuwiruch, N., Jhundra-Indra, P., & Boonlua, S. (2015). Marketing innovation strategy and marketing performance: A conceptual framework. Allied Academies International Conference, Academy of Marketing Studies, Proceedings, 20(2), 82–93. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/doc view/1764885744?accountid=27965

Elkington, R., & Upward, A. (2016). Leadership as enabling function for flourishing by design. Journal of Global Responsibility, 7(1), 126–144. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/doc view/1826809606?accountid=27965

El-Sofany, H. F., Alwadani, H. M., & Alwadani, A. (2014). Managing virtual team work in IT projects: Survey. International Journal of Advanced Corporate Learning, 7(4), 28–33. doi:10.3991/ijac.v7i4.4018

Hong, G., Cho, Y., Froese, F. J., & Shin, M. (2016). The effect of leadership styles, rank, and seniority on affective organizational commitment: A comparative study of US and Korean employees. Cross Cultural & Strategic Management, 23(2), 340–362. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/doc view/1873381938?accountid=27965

Hussain, M., & Hassan, H. (2016). The leadership styles dilemma in the business world. International Journal of Organizational Leadership, 5(4), 411–425. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/doc view/1848122566?accountid=27965

Kunnanatt, J. T. (2016). 3d leadership – Strategy-linked leadership framework for managing teams. Economics, Management and Financial Markets, 11(3), 30–55. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/doc view/1826415727?accountid=27965

Offord, M., Gill, R., & Kendal, J. (2016). Leadership between decks: A synthesis and development of engagement and resistance theories of leadership based on evidence from practice in Royal Navy warships. Leadership & Organization Development Journal, 37(2), 289–304. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/doc view/1773389506?accountid=27965

 

 

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Peterlin, J., Pearse, N. J., & Dimovski, V. (2015). Strategic decision making for organizational

sustainability: The implications of servant leadership and sustainable leadership approaches. Economic and Business Review for Central and South-Eastern Europe, 17(3), 273–290. doi:http://dx.doi.org.library.capella.edu/10.15458/85451.4

 

 

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MARKETING

Guidelines The DBA Marketing specialization is designed for doctoral learners who want to develop expertise in the concepts and theories of marketing science. The focus of this DBA discipline is digital marketing—identification of digital media and social media in B2B and B2C environments. The scholar-practitioner model will prepare learners to become solutions- oriented professionals who are application and action oriented.

The DBA Marketing specialization faculty suggest learners use this information as a guideline. Research topics must be approved by the appropriate faculty as specified in the program version. The following perspectives and topic areas provide areas of consideration.

Identifying an Issue, Problem, or Opportunity

Provide corroborative evidence from the current peer-reviewed, scholarly, and practitioner literature in marketing to support identification of an issue, problem, or opportunity.

Marketing Theoretical and Applied Topic Areas

 

• brand identity theory • channel expansion theory • digital media application • media systems dependency theory • media theory • media theory of composition • medium theory • network theory • persuasion theory • product life cycle theory • repeat-buying theory

• situational crisis communications theory

• social cognitive theory • social exchange theory • social impact theory • social learning theory • social media application and theory • social network theory • strategic contingencies theory • technology acceptance model

theory • uses and gratifications theory

 

Relationship Marketing

• evaluation of customer lifetime value buying models • evaluation of switching costs as effective barriers to customer churn • examination of consumer motivations and expectations behind loyalty • product quality effect on customer loyalty • development of barriers to switching strategies • evaluation of customer loyalty in online environments • customer relationship marketing

Branding

• examining the relationship between perceived risk and brand equity • understanding a company’s brand value • building brand equity • importance of tangible and intangible brand values across product types • transferring brand image between industries • examining how unethical behavior affects brand image

 

 

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• understanding how firms use corporate social responsibility to build brand equity • using social media to build equity

 

Marketing Across Cultures

• multicultural marketing • understanding how language affects brand identity • examing how social class influences relationship-building activities • investigating how marketers take into account regional differences in “national”

culture • considering how individualism-collectivism influences sales • using comparative studies between national cultures in marketing • using national culture to help cultures promote major exports • influence of demographic shifts

Marketing Online

• customizing and personalizing products • examining how firms can successfully combine online and offline shopping

features • product attributes most valued by consumers in search • consumer reaction to brand alliances online

Mobile Marketing

• conveying brand image in a mobile marketing environment • mobile marketing techniques • understanding what customers want from mobile marketing messages • location influence of mobile marketing communications • advantages and disadvantages of push and pull mobile marketing • mobile marketing as a viral marketing tool • applying customer relationship management (CRM) in a mobile marketing

environment • marketing and social networks • marketing ethics • services marketing

Scholarly Journals

A list of top-rated journals can be found in the Capella Library Topic Exploration Quickstart Literature Guide: Marketing.

Example Marketing Articles

Ghotbifar, F., Marjani, R. M., & Ramazani, A. (2017). Identifying and assessing the factors

affecting skill gap in digital marketing in communication industry companies. Independent Journal of Management & Production, 8(1), 1–14. doi:http://dx.doi.org.library.capella.edu/10.14807/ijmp.v8i1.507

Gupta, V. (2016). Impact of social media on purchase decision making of customers. International Journal on Global Business Management & Research, 5(2), 73–85.

 

 

 

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Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/doc view/1861064619?accountid=27965

Holliman, G., & Rowley, J. (2014). Business to business digital content marketing: Marketers’ perceptions of best practice. Journal of Research in Interactive Marketing, 8(4), 269– 293. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/doc view/1633963492?accountid=27965

Jackson, G., & Ahuja, V. (2016). Dawn of the digital age and the evolution of the marketing mix. Journal of Direct, Data and Digital Marketing Practice, 17(3), 170–186. doi:http://dx.doi.org.library.capella.edu/10.1057/dddmp.2016.3

Keinänen, H., & Kuivalainen, O. (2015). Antecedents of social media B2B use in industrial marketing context: Customers’ view. The Journal of Business & Industrial Marketing, 30(6), 711–722. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/doc view/1686958352?accountid=27965

Lieven, T., & Hildebrand, C. (2016). The impact of brand gender on brand equity: Findings from a large-scale cross-cultural study in ten countries. International Marketing Review, 33(2), 178–195. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/doc view/1774534213?accountid=27965

Roberts, D. L., & Piller, F. T. (2016). Finding the right role for social media in innovation. MIT Sloan Management Review, 57(3), 41–47. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/doc view/1778414430?accountid=27965

Schulman, S. A. (2015). Understanding digital marketing: Marketing strategies for engaging the digital generation. Choice, 52(5), 857. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/doc view/1647791119?accountid=27965

Shyu, M., Chiang, W., Chien, W., & Wang, S. (2015). Key success factors in digital marketing in service industry and the development strategies: A case study on Fleur de Chine at Sun Moon Lake. International Journal of Organizational Innovation (Online), 8(1), 171– 185. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/doc view/1698285602?accountid=27965

 

 

 

 

DBA PROGRAMS OF RESEARCH

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PROJECT MANAGEMENT

Guidelines The DBA Project Management specialization addresses the discipline of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria. A project is a temporary endeavor designed to produce a unique product, service, or result with a defined beginning and end (usually constrained by time, and often constrained by funding or deliverable) undertaken to meet unique goals and objectives, typically to bring about beneficial change or added value. The temporary nature of projects stands in contrast with business as usual (or operations), which are repetitive, permanent, or semipermanent functional activities to produce products or services. In practice the management of these two systems is often quite different, and requires the development of distinct technical skills and management strategies.

The DBA Project Management specialization faculty suggest learners use this information as a guideline. Research topics must be approved by the appropriate faculty as specified in the program version. The following perspectives and topic areas provide areas of consideration.

Identifying an Issue, Problem, or Opportunity

Researchers seek to respond to project management problems that need to be solved. Applied research emphasizes practical problem solving. Applied research in project management seeks to reveal answers to specific problems related to action, performance, or policy needs.

Theoretical Perspectives

• construction project management • software project management • technology project management

Practitioner/Applied Research Perspectives

• project managers • project management types • risk management • work breakdown structures • international standards • project portfolio management • project management software • virtual project management

Project Management Applied Research Topic Areas

• megaprojects—extremely large-scale investment projects • expansion projects—expansion of current operations or undertakings • strategic projects • R & D projects • customer projects • continuity projects

 

 

DBA PROGRAMS OF RESEARCH

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• improvement projects Scholarly Journals

A list of top-rated journals can be found in the Capella Library Topic Exploration Quickstart Literature Guide: Project Management.

 

Example Instruments or Research Methodologies

• case studies • Delphi analysis • action research • exploratory data analysis • descriptive research • inferential research

 

 

DBA PROGRAMS OF RESEARCH

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STRATEGY AND INNOVATION

Guidelines The DBA Strategy and Innovation specialization provides learners with a scholar-practitioner orientation to the strategies that organizations use to create and sustain innovations and business model designs and to compete in today’s business environment. The curriculum emphasizes evidence-based practices for analyzing global trends and competitive information, seeking innovation opportunities, developing breakthrough strategies and business model design, and creating an organizational environment that enables innovation and change. Learners explore trend analysis and foresight planning; processes for identifying risks and innovation opportunities; and strategies for building continued organizational innovation, sustainability, and adaptation. Successful completion of this specialization prepares learners to lead, consult, or teach in business strategy and innovation.

The DBA Strategy and Innovation specialization faculty suggest learners use this information as a guideline. Research topics must be approved by the appropriate faculty as specified in the program version. The following perspectives and topic areas provide areas of consideration.

Identifying an Issue, Problem, or Opportunity

Provide corroborative evidence from the current peer-reviewed literature in strategy and innovation to support identification of an issue, problem, or opportunity.

 

Strategy and Innovation Theoretical and Applied Research Sample Topic Areas

• alignment of internal and external innovation domains • business model design, business model canvas, and strategic agility • business strategy, innovation types, and factors influencing innovation • impact of innovation and organizational learning • innovation models linked to competitive growth strategy (e.g., business model;

disruptive; open; blue ocean; fast 2nd) • innovation strategy, execution, and business performance • leadership and strategy development and execution • knowledge strategy and business models • linkage of business strategy, business model design, and innovation strategy models

of leverage applied to growth strategy • measuring competitive strategy execution • open innovation strategy in multinational corporations • strategic analysis: competitive strategy analytical models • scenario development and trend evaluation • strategic risk management and decision structures • sustainable competitive and innovation strategy and corporate social responsibility

Scholarly Journals

A list of top-rated journals can be found in the Capella Library Topic Exploration Quickstart Literature Guide: Strategy and Innovation.

 

 

DBA PROGRAMS OF RESEARCH

 

 

 

 

Example Strategy and Innovation Articles

Chuwiruch, N., Jhundra-Indra, P., & Boonlua, S. (2015). Marketing innovation strategy and marketing performance: A conceptual framework. Allied Academies International Conference, Academy of Marketing Studies, Proceedings, 20(2), 82–93. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/ docview/1764885744?accountid=27965

den Hertog, C. (2014). Better value chains: A matrix for competitive advantage. The Journal of Business Strategy, 35(5), 43–48. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/ docview/1678629186?accountid=27965

Ghezzi, A. (2014). The dark side of business models: The risks of strategizing through business models alone. Strategic Direction, 30(6), 1–4. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/ docview/1655515477?accountid=27965

Hilman, H., & Kaliappen, N. (2015). Innovation strategies and performance: Are they truly linked? World Journal of Entrepreneurship, Management and Sustainable Development, 11(1), 48–63. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/ docview/1655514315?accountid=27965

Taghizadeh, S. K., Jayaraman, K., Ismail, I., & Rahman, S. A. (2016). Scale development and validation for DART model of value co-creation process on innovation strategy. The Journal of Business & Industrial Marketing, 31(1), 24–35. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/ docview/1756917951?accountid=27965

Uggla, H. (2015). Aligning brand portfolio strategy with business strategy. IUP Journal of Brand Management, 12(3), 7–17. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/ docview/1728623618?accountid=27965

Yun, J. J., Jung, W., & Yang, J. (2015). Knowledge strategy and business model conditions for sustainable growth of SMEs. Journal of Science and Technology Policy Management, 6(3), 246–262. Retrieved from https://library.capella.edu/login?url=http://search.proquest.com.library.capella.edu/ docview/1712602691?accountid=27965

 

 

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  • TABLE OF CONTENTS
  • DOCTOR OF BUSINESS ADMINISTRATION PROGRAM
    • Guidelines
    • Definition of Research
    • DBA Research Philosophy and Framework
  • ACCOUNTING SPECIALIZATION
    • Guidelines
    • Theoretical Perspectives
    • Accounting Topic Areas
    • Scholarly Journals
  • BUSINESS INTELLIGENCE
    • Guidelines
    • Identifying an Issue, Problem, or Opportunity
    • Theoretical Perspectives
    • Practitioner/Applied Research Perspectives
    • Business Intelligence Applied Research Topic Areas
    • Scholarly Journals
    • Example Instruments or Research Methodologies
  • FINANCE SPECIALIZATION
    • Guidelines
    • Theoretical Perspectives
    • Finance Topic Areas
    • Scholarly Journals
    • Finance Research Articles
  • GLOBAL OPERATIONS/SUPPLY CHAIN MANAGEMENT
    • Guidelines
    • Identifying an Issue, Problem, or Opportunity
    • Theoretical Perspectives
    • Practitioner/Applied Research Perspectives
    • Business Intelligence Applied Research Topic Areas
    • Scholarly Journals
    • Example Research Methodologies
  • HUMAN RESOURCE MANAGEMENT
    • Guidelines
    • Identifying an Issue, Problem, or Opportunity
    • Applied Research Sample Topic Areas
    • Scholarly Journals
    • Example HRM Research Articles
  • INFORMATION TECHNOLOGY MANAGEMENT
    • Guidelines
    • Identifying an Issue, Problem, or Opportunity
    • Theoretical Perspectives
    • Practitioner/Applied Research Perspectives
    • Information Technology Management Applied Research Topic Areas
    • Scholarly Journals
    • Example Instruments or Research Methodologies
  • LEADERSHIP
    • Guidelines
    • Identifying an Issue, Problem, or Opportunity
    • Leadership Theoretical and Applied Topic Areas
    • Scholarly Journals
    • Example Leadership Articles
  • MARKETING
    • Guidelines
    • Identifying an Issue, Problem, or Opportunity
    • Marketing Theoretical and Applied Topic Areas
      • Relationship Marketing
      • Branding
      • Marketing Across Cultures
      • Marketing Online
      • Mobile Marketing
    • Scholarly Journals
    • Example Marketing Articles
  • PROJECT MANAGEMENT
    • Guidelines
    • Identifying an Issue, Problem, or Opportunity
    • Theoretical Perspectives
    • Practitioner/Applied Research Perspectives
    • Project Management Applied Research Topic Areas
    • Scholarly Journals
    • Example Instruments or Research Methodologies
  • STRATEGY AND INNOVATION
    • Guidelines
    • Identifying an Issue, Problem, or Opportunity
    • Strategy and Innovation Theoretical and Applied Research Sample Topic Areas
    • Scholarly Journals
    • Example Strategy and Innovation Articles
 
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