The DBA: what is it for?

Bareham, Jon; Bourner, Tom; Stevens, Geoff Ruggeri

doi:10.1108/eum0000000005383

Cited by 25 publications

(28 citation statements)

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“…The DBA is one of a number of professional doctorates which developed in response to the perceived need to provide an alternative to the traditional PhD to serve careers outside of academia . Indeed, Bareham et al's (2000) analysis suggests that DBAs have been designed to provide research-based career development for senior professionals in management. Of note then, most practitioners have already established their careers before commencing on a DBA and it is suggested that they hold 'intrinsic personal' motivations for study (Scott et al, 2004).…”

Section: The Dbamentioning

confidence: 99%

Desperately seeking fixedness: Practitioners’ accounts of ‘becoming doctoral researchers’

Hay

Samra-Fredericks

2015

AMPROC

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We draw upon the concept of liminality to explore the experiences of practitioners enrolled on a UK Doctor of Business Administration (DBA) programme. We analyse twenty practitioners' reflective journals to detail how the DBA liminal space was negotiated. More specifically, we describe how practitioners deal with their struggles of identity incoherence or 'monsters of doubt' which are amplified in the DBA context owing to the complex nature of the separation phase of liminality. We identify three broad methods deployed in this endeavour: 'scaffolding'; 'putting the past to work' and 'bracketing'-which evidence practitioners 'desperately seeking fixedness'. We make three contributions -first, we provide empirical insights into the experiences of the increasingly significant, but still under researched, DBA student. Second, we develop our understandings of monsters of doubt through illustrating how these are negotiated for learning to progress. Finally, we contribute to wider discussions of 'becoming' to demonstrate the simultaneous and paradoxical importance of movement and fixedness in order to learn and become.

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Section: The Dbamentioning

confidence: 99%

Desperately seeking fixedness: Practitioners’ accounts of ‘becoming doctoral researchers’

Hay

Samra-Fredericks

2015

AMPROC

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“…Banerjee and Morley (2013) observe that DBAs are offered by some 37% of UK universities. The DBA was one of a number of professional doctorates which developed in response to the perceived need to provide an alternative to the traditional PhD and to serve careers outside of academia (Bareham, Bourner, & Stevens, 2000). Indeed, Bareham et al's (2000) analysis suggests that DBAs have been designed to provide researchbased career development for senior professionals in management.…”

Section: The Dba: Program Description and Backroundmentioning

confidence: 99%

“…The DBA was one of a number of professional doctorates which developed in response to the perceived need to provide an alternative to the traditional PhD and to serve careers outside of academia (Bareham, Bourner, & Stevens, 2000). Indeed, Bareham et al's (2000) analysis suggests that DBAs have been designed to provide researchbased career development for senior professionals in management. Typically, students will possess significant managerial experience as well as holding a relevant Masters qualification.…”

Section: The Dba: Program Description and Backroundmentioning

confidence: 99%

“…In contrast to the PhD with its focus on developing 'professional researchers', DBA programs aim to develop 'researching professionals' (Bareham et al, 2000) and emphasize the enhancement of professional practice alongside developing knowledge contributions. As such, the development of the reflective practitioner is a common aim of many DBA programs (Sambrook & Stewart, 2008).…”

Section: The Dba: Program Description and Backroundmentioning

confidence: 99%

“…The DBA is mostly offered through part-time delivery, completed over 3-6 years to enable students to continue to work full time (Bourner et al, 2000), and is classified as a research degree. While some variance is found, training in areas such as research design skills, research philosophy and methodology is provided alongside the appointment of a supervisory team.…”

Section: The Dba: Program Description and Backroundmentioning

confidence: 99%

See 2 more Smart Citations

Bringing the Heart and Soul Back in: Collaborative Inquiry and the DBA

Hay

Samra-Fredericks

2019

AMLE

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Waddock and Lozano (2013) propose that there is an urgent need to bring the 'heart and soul' back into management education. Indeed, its absence has also been implicated in the plethora of recent scandals and the global financial crisis. We suggest that, in part, such issues are attributable to a continued over reliance on a scientific and detached form of knowing which displaces particular 'human characteristics' and in so doing, downplays our inherent connections to others. In contrast, we identify the importance of embracing a supplementary form of knowing-collaborative inquiry which potentially restores our connections to others in ways which provide opportunities for a more heartfelt and soulful management practice. Specifically, we extend Van de Ven and Johnson's (2006) notion of collaborative inquiry to consider how it is mobilized in the context of a UK DBA program and in turn examine the impact this move accomplishes. Drawing upon a detailed analysis of twenty students' reflective journals, we illustrate the ways in which they develop a form of empathy. Crucially, we found that this was one important means for (re)-connecting to others and in ways which begin to bring in a sense of heart and soul back into management education.

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The Doctor of Business Administration: Managing Candidate Diversity and the Academy

Wallace

Marchant

2017

Postgraduate Education in Higher Education

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Professional doctorate programs have been offered through Australian universities since the mid-1990s, and the Doctor of Business Administration (DBA) has been at the forefront of offerings. The chapter provides a snapshot of contemporary DBA programs in Australia and explores the diversity of DBA candidates and their needs. The authors explore issues regarding the expectations of academic managers, candidates, and supervisors of DBA programs, current positive and negative outcomes of DBA programs from both management and candidate perspectives, the structure of DBA programs, and the gap between coursework and thesis. Practical suggestions are made to manage the status of the DBA in the academy, enhance the structure of the DBA programs, and better manage the enculturation of candidates into the academic genre, given the applied nature of a DBA program. This chapter is informed by contemporary literature on doctoral candidature and two recent empirical studies; one is a qualitative study on the DBA co-led by the first author and funded by the Australian government's Office of Learning and Teaching, and the other is an analysis of Australian government statistics on DBA numbers and completions 1993-2013. Keywords DBA Á Academic managers Á Candidates Á Diversity Á Supervisors Á Course structure Á Better practice '.. . is designed so that graduates will have undertaken a program of structured learning and independent supervised study that produces significant and original research outcomes culminating in a thesis, dissertation, exegesis or equivalent for independent examination

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The DBA: what is it for?

Cited by 25 publications

References 0 publications

Desperately seeking fixedness: Practitioners’ accounts of ‘becoming doctoral researchers’

Desperately seeking fixedness: Practitioners’ accounts of ‘becoming doctoral researchers’

Bringing the Heart and Soul Back in: Collaborative Inquiry and the DBA

The Doctor of Business Administration: Managing Candidate Diversity and the Academy

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