The specific feature of the DBA The DBA is a niche market in which each doctoral student manager enrols with their own thesis topic. Faced with diversity of research topics, an institution will see its management resources saturated – since not all professors have an appetite for working with managers. This is how the idea of creating a network of professors interested in working with managers came about. Demand was international, so we opened groups in different cities. Long before Covid-19, we developed distance- learning programme in French, English, and German. With 14 years of DBA experience, our team believes the key factor in the success of a DBA is the quality of the supervision and the availability of professors and support staff. Technology has enabled us to set up face-to-face, distance, and hybrid formats that also meet the needs of managers with respect to their demanding schedules. Our experience of distance supervision and remote programme provision has enabled us to respond to the demand for distance learning generated by the pandemic. A characteristic of the programme is that it is based on a collection of books devoted to DBA study. Professors were invited to publish books in advance. These publications had two objectives: to structure the programme and provide students with a clear idea of deliverables; and to create a community of professors with a shared vision of what a DBA is. Our graduates were offered the opportunity to publish the results and impact of their research in short books. These aim to disseminate knowledge and generate managerial impact, and also to enhance the value of the thesis defended and generating a positive image of the DBA. In total, some 30 books have been published, in French, English and German. The impact of the DBA In our alumni surveys, DBA managers mention a personal impact on the way they think, the ability to deal with complexity, and the development of their cognitive skills. There is also impact in how they are perceived by family and peers, linked to the title of Doctor in Business Administration. Professionally, consultants have increased their turnover, and managers have been offered new responsibilities. Eight years after its creation, BSI remains original in its network structure and DBA specialisation. More than 200 managers from 46 countries are enrolled in the programme, and 80 theses have been
defended since 2015, thanks to the commitment of more than 100 professors teaching in three languages. Future challenges include disseminating the results of theses –in particular, through our online DBA Impact(s) journal, and promoting the integration and culture of our faculty, which is characterised by a diversity of research interests and methodological and epistemological approaches. Recent initiatives have included efforts to involve graduates in supporting participants because their experience and knowledge of the process is invaluable. A book written by doctors for doctoral students is scheduled to be published in September 2021 in French and in English. Opportunities for Business Schools If I were to offer advice to a Business School director considering creating a DBA programme, I would suggest they ensure their faculty understands the difference in purpose between the DBA and PhD – and sees the DBA as an opportunity to develop research interactions with managers. The DBA is a time-consuming programme for faculty – more so than the MBA. The proportion of lectures is reduced in favour of individual supervision, but colleagues can be motivated by the mission of the School, research opportunities, cases, articles, or contact with industry. It is crucial to set up a formalised system for monitoring the work of doctoral students. The objective is to organise a ‘benevolent remote presence’ with DBA participants. This will reduce discouragement among students and lead to the production of high-quality theses. Finally –and this is not easy – develop a tracking mechanism for the interaction between doctoral students and supervisors to ensure the latter actually respond to their students. From this point of view, the supervision of DBAs, which involve experienced managers, is more demanding than that of PhDs, which generally involve younger students.
MICHEL KALIKA is President of Business Science Institute, an
international academic networked organisation delivering a single Executive
DBA programme. He is Emeritus Professor at
University Jean Moulin, IAE Lyon School of Management, and also the director of the Business School Impact System methodology he developed for FNEGE and EFMD. He was formerly professor at Paris-Dauphine University where he designed international MBA and DBA programmes. His research focuses on the impact of Business Schools. http://michelkalika.com
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