Think differently. Doctorate of Business Administration (DBA)

Contents

5 WhydoaDBAatSouthampton

7 Abroadresearchbase

8 Applyingourresearch

15 Ourresearchcentres

17 WhodeliverstheDBA

21 Theprogramme

22 Howtoapply

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Take the world’s best cutting-edge thinking, translate it into practice and use it to solve complex business issues. This rigorous and relevant DBA will help you to think differently.

Your reward will be the satisfaction of knowing that you have made an original contribution to knowledge in your field and simultaneously enhanced your own professional practice.

TheDBAisequivalenttoaPhD,butdistinctivelydifferent.UnlikeaPhDwhichaddressesapurelyacademicquestion,theresearchyouwillengageinwilldealwithhighlevelstrategicbusinessissuesandproblems.Youwillnothavetheluxuryofbeingadistantbystanderbecauseyourresearchwillbeconductedfromwithintheorganisationofyourchoiceandappliedthere.ThismakestheDBAintellectuallystimulatingandprofessionallychallenging.

ManyseniormanagersandconsultantswhodecidetostudyaDBAdoitsimplyforthepersonalchallenge.However,itcanfacilitateamovetoaportfoliocareerandopenthegatewaytoalifeinacademia.

WhateveryourreasonforchoosingtheDBA,youwillbenefitfrombeingintroducedtothemodels,theoriesandconceptsfromtheworld’sleadingthinkers,whichifunderstoodandutilisedappropriately,cantakeyourabilitytosolvebusinessissuestoanentirelynewlevel.

IhopetohavethepleasureofmeetingyouontheSouthamptonDBAintheverynearfuture.

Malcolm Higgs DBA Programme Director

Southampton Management School Executive Education Centre

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Individuals and sponsoring organisations see return on their investment from day one and throughout the programme.When the School decided to offer the DBA we were determined to appoint the best academic talent to inform and inspire our first students. We were delighted when Professor Malcolm Higgs agreed to join us as leader of the DBA programme. Malcolm has extensive experience both as an academic and a practitioner and was heavily involved in the DBA programme offered by Henley Management College. Malcolm’s considerable knowledge of the DBA and the benefits it brings to individuals and their organisations underpins our programme. Combined with the talent of his colleagues and the research credentials of the School of Management, we believe our DBA programme is well placed to become a market leader.

MalcolmhasseenmanyoftheorganisationswhosponsorastudentonaDBAprogrammereapsignificantbenefits.Withinthefirstsixtoninemonthsyouwillhavecompletedyourfirstresearchprojectandyoursponsoringorganisationwillstarttoenjoyreturnonitsinvestment.MalcolmrecallshowtheworkofoneDBAstudentturnedhisorganisation’sleadershipdevelopmentprogrammeonitsheadbyidentifyingthatthecompetenciesneededtoleadchangewereconsiderablydifferenttothoserequiredforoperationalleadership.Theresultwasacompleterethinkofthepublicsectororganisation’sinternalleadershipdevelopmenttrainingprogramme.

Thequalityofcorporategovernanceandinparticularhowtoidentifythecharacteristicsofhighperformingnon-executivedirectorswasanothercomplexbusinessissueconsideredinthecontextofaDBA.Inthisinstance,amajormanufacturingorganisationbenefittedfromDBAresearchwhichenabledthemtoconsistently

recruitproficientnon-executivesforthefirsttime.

DuringyourDBAyouwillbesupervisedbyindividualsattheforefrontoftheirdisciplinesandmanyofwhomhaveextensiveexperienceaspractitioners.Manysponsoringorganisationsseethisasanimportant‘valueadd’becauseithelpstoensurethatresearchyouproduceaspartofyourDBAisscrutinisedbyexperiencedeyesandbenefitsfromtheirinput.

FromthestartofyourDBAyoursponsoringorganisationcanalsoexpecttoseeyourrangeofcapabilitiesenhanced.Muchofourworkwithyouwillinvolveholdingupamirrortoyou,sothattogetherweidentifythecapabilitiesyoureallyneedtoworkon.Experiencetellsusthattheseareoftennotwhattheyseematfirstglance.Perceivedpoornegotiationskillscaninrealitybealackofunderstandingofclientneedsorsimplypoorpresentationskills.Wewillhelpyouidentifytheunderlyingissuesandworkonthemtogetheraspartofyourprofessionaldevelopmentplan.

Yoursponsoringorganisationwillbenefitfromtheresearchyouproduceandthecapabilitiesyougainasyouworkyourwaytowardsyourdoctorate.Increasingly,manyorganisationsrecognisethattheDBAplaysanimportantroleintheirtalentmanagementplansbecauseitprovidesintellectualstimulationfortheirmostvaluedemployeesandhelpstoensurethatpeoplelikeyoufeelrecognisedandrewarded.

IfyouwouldliketomeetMalcolmorforhimtovisityoursponsoringorganisationtodiscusshowstudyingaDBAwillbenefityouandyourorganisation,hewouldbepleasedtodoso.

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Dr Tolga Bektas showing how mathematical modelling helps to find sustainable solutions for transportation problems.

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The Management School’s philosophy of: “research ‘in’ organisations, not ‘on’ organisations” fits perfectly with the DBA’s dual aims of making a contribution to research and practice enhancement.

OnjoiningtheDBAyouwillimmediatelybecomeamemberofourresearchcommunity.Whenworkingremotelyyouwillbeabletoaccessanimpressiverangeofjournals,articlesandpapersviaanonlinelearningenvironment.DuringyourvisitstotheSchool,youwillbeabletousetheHartleyLibrary,oneoftheleadingresearchlibrariesintheUK.

The School has a broad research base from:

OurPhDprogrammehasbeenawarded+3recognitionforfull-timestudentsbytheEconomicandSocialResearchCouncil.

We are justifiably very proud of the quality of our research. A member of the prestigious Russell Group of universities, the University has maintained its position as one of the UK’s top research universities, following publication of the 2008 Research Assessment Exercise.

Accounting, Accountability and Governance

Banking, Finance and Sustainable Development

Corporate Responsibility and Sustainability

Entrepreneurship

Finance and Banking

Health

Human Resource Management

Knowledge Management and Information Systems

Leadership and Change

Management Science

Marketing

Organisational Behaviour

Risk

Strategy

Supply Chain Management

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Emergency procedure. Bringing new practices to a leading US hospital

Our analytical expertise is making a difference to a major American hospital.

Children’sHospitalofWisconsin,locatedinMilwaukee,workswithourspecialistsinManagementSciencetoimprovehealthcarequalityandoutcomesinthepaediatricintensivecareunitandoperatingtheatres.

Thethree-yearpartnershipwithSouthampton’sProfessorTerryWilliamsandProfessorSallyBrailsfordinvolvesextensiveanalysisofexistingpracticesandtheuseofsimulationtechniquestomodelalternatives.

Thehospital’semergencydepartmentandtraumacentreinMilwaukeeisoneofthebusiestintheUnitedStates,treatingalmost60,000patientseveryyear.

DrRameshSachdevabelievesthecollaborationwithSchoolofManagementacademicswasextremelyvaluable:“WenowhaveamuchbetterunderstandingoftheflowthroughourICUandoperatingrooms,’hesays.‘Theexperiencehasbeenvery,verypositiveforusasweplanfortheexpansionofourhospital.ManyoftherecommendationsfromtheUniversityofSouthamptonhavebeenincludedinourstrategicplanning.”

HeparticularlyappreciatesSouthampton’sapproachtothechallenge:‘ManagementscienceintheUSconcentratesonhardscience;Britishcolleaguesintegratesoftertechniquessuchascognitivemappingwhichiskeyinahealthcaresetting.’

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Overhauling the airline industry. Streamlining maintenance supply chains

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University of Southampton specialists in management science and computer science are jointly working on ways of making the airline industry more efficient.

Theyareexploringhowaircraftengineoverhaulsystemscanbeimprovedtoreducethetimetheseenginesspendinworkshopsaroundtheworld.Thisinvolvesinvestigatingcomplexairlinesupplychainsandschedulingsystems.

TheEngineeringandPhysicalScienceResearchCouncilawardedamajorgrantfortheworktoDouglasMacbeth,ProfessorofPurchasingandSupplyChainManagement,alongwithProfessorNickJenningsandDrAlexRogersfromtheUniversity’sSchoolofElectronicsandComputerScience.TheworkwascarriedoutincollaborationwithRolls-Royceplc.

‘Supplychainsareverycomplex,’saidDouglas.“Businessleadersneedasmuchinformationastheycantounderstandwhatisgoingonsotheycanmakeinformeddecisionsandourjointresearchwillbringnewinsightstotheseissues.”

Computeragentsarebeingusedtoexploredifferentmethodsofcreatingbetterschedulingsolutionsinthiscomplexanddynamicsetting.Thesearecomputersystemswhicharecapableofflexibleautonomousactionindynamicandunpredictablesituations.

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Delving into the ‘dark side’. Research that could lead us out of the credit crunch

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The behaviour of leaders could affect how companies recover from the credit crunch, according to a new study by the Management School.

Theresultsofthepilotstudychallengetraditionalviewsofleadership,suggestingthatleaderswhoappeartooffer‘heroic’and‘visionary’leadershipmayalsobenarcissistic–self-obsessedanddomineering.Thistypeofbehaviourcandamageacompanyinternally,causingadropinlong-termperformance.Oneexampleistheexcessiverisk-takingbehaviourthatledtotherecentbankingcrisis.

MalcolmHiggs,ProfessorofHRManagementandOrganisationalBehaviour,says:“Ifwewanttoavoidthedamagingimpactofnarcissisticbehavioursonorganisationsinthefuture,weneedtochangeourviewofleadership.Akeypartofthiswillbeemphasisingtheimportanceofaleaderbeingopentochallengeandabletoengageothersindecisionmaking.”

Malcolmisalsolookingathowcompaniescandetecttheearlysignsofnarcissismandcoachleaderstomakethemawareofthe‘darkside’oftheirbehaviour.

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Dr Yue Wu from CORMSIS used mathematical programming techniques to deal with the issues of stacking and storing in container terminals as requirements and information constantly changes. The focus of the work was at DP World Southampton, the second biggest container port in the UK.

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Centre for Risk Research.

TheCentre’saimistoencourageadeeperappreciationofthenatureofrisk,todevelopapproachestoitsanalysisandtoassistorganisationstoimprovethequalityofdecision-makingandtomanageriskanduncertainty.

Centre for Research in Accounting, Accountability and Governance.

TheCentrefocusesontherelationshipbetweenaccounting,accountabilityandgovernanceinasbroadasenseaspossible.

Centre for Operational Research, Management Science and Information Systems. (CORMSIS)

TheCentrecoversthewholespectrumofcurrentissuesfromtheoreticalmathematicaldevelopmentstoproblemstructuringandknowledgemanagement.ItisoneofthelargestgroupsofitstypeintheUKandenjoysaninternationalreputationparticularlyinrisk,optimisation,financeandhealth.

Centre for Banking, Finance and Sustainable Development.

TheCentrefocusesonthelinkbetweenthefinancialsector,particularlybankingandeconomicgrowthanddevelopment.

Centre for Narrative Studies.

TheCentreexplorestherolethatnarrativeplaysindiscoveringwhatorganisationsknowaboutthemselvesandhowothersperceivethem.Suchnarrativessometimestaketheformoforganisationalstories,whichmightbeusedtotransferknowledge,encouragecollaboration,generatenewideasandinfluencechangeintheworkplace.

Centre for Strategic Innovation

TheCentreisamultidisciplinaryresearchgroupthatfocusesoninnovationasadriverfornewbusinessesandmarkets,newwaysoforganisingandnewwaysofcreatingvalue.

Our international reputation has been further enhanced through the work of our research centres:

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Your first point of contact for those interested in taking the DBA, Professor Malcolm Higgs, DBA Programme Director

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Professor Malcolm Higgs

LeaderoftheDBAprogramme,andhimselfaDoctorofBusinessAdministration,MalcolmleadstheSchool’sgroupworkinginHumanResourcesManagementandOrganisationalBehaviour.HejoinedtheSchoolfromHenleyManagementCollegewherehewasDirectoroftheSchoolofLeadership,ChangeandHumanResources,andResearchDirector.PriortomovingtoHenley,hewasPrincipalPartnerinTowersPerrin’sInternationalHumanResourceManagementpracticeandspenteightyearsconsultingwiththeHayGroupandArthurYoung.Malcolm’sresearchinterestsare:leadership,changemanagement,emotionalintelligence,executivevaluesandemployeeengagement.Hismostrecentresearchisfocusedonthefactorsintheworldofworkthatleadtosuccessfulemployeeengagement.Thebehavioursoflinemanagershasuntilnowbeenconsideredtobethesinglemostsignificantfactortoinfluenceemployeeengagement.Malcolm’sworkrecognisesthatthebehavioursoflinemanagersissignificantbuthechallengestheassertionthatitisthemostsignificantfactor.Hisresearchshowsthatthenatureoftheworkisthemostinfluentialfactorandhehasdiscoveredthatpersonalautonomyalsohasanimportantparttoplay.

Malcolmhasalsobeengettingtogripswithathornyissueformanymajorcorporations:howtoidentifythedifferencesbetweengoodandbadleaders.Hehasseenatfirsthandthesituationwherebadleadershipresultsinhighlevelsofemployeeturnover,poorcommunication,frustratedideasandexcessiveinternalcompetition.Thequestionishowtopreventithappening?ThroughhisresearchMalcolmhasidentifiedarangeofbehavioursandcharacteristicswhichifspottedearlycanhelpweedoutthoseindividualswhowhentheygettheirhandsontheleversofpowercausetheproblem.

MalcolmisthefirstpointofcontactforthoseinterestedintakingtheDBAandyouarewelcometocontacthimforaninformaldiscussioninadvanceofmakinganapplicationortoarrangeavisittoyoursponsoringorganisation.

You will be taught and supervised by some of the country’s top researchers including professors who are at the forefront of their disciplines, many of whom have extensive experience as practitioners.

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Professor Douglas Macbeth

DouglasisDirectorofBusinessDevelopmentfortheSchoolandProfessorofPurchasingandSupplyChainManagement.HeisalsothefoundingDirectorofSCMGLtd,consultantsinSupplyChainManagement,ProcurementandLogistics.HejoinedtheUniversityfromUniversityofGlasgowwherehewastheCIPS/SCMGLtdProfessorofSupplyChainManagementandDirectorofPhDforExecutivesProgramme.Douglasfavoursaresearchstylebasedonclosecollaborationwithbusinesspractitionerstomarrythevigourofacademicinvestigationswiththeneedforpracticalrelevance,makinghimanidealcontributortotheDBA.

Dr Nicholas Clarke

NicholasisaseniorlecturerattheSchool.Hismainresearchinterestsareintraining,developmentandlearningparticularlyinthehealthandsocialcaresectors.PriortojoiningtheUniversity,Nicholasworkedfor10yearsintheNHSandsocialcaresectorsafterinitiallyqualifyingasaclinicalsocialworker.Hehasaparticularinterestintheroleofemotionalintelligenceinworksettingsandinterventionsforitsdevelopment.

Dr Edgar Meyer

AseniorlecturerattheManagementSchool,Edgar’sresearchinterestsareinleadership,teamwork,collaborativeworking,andchangemanagementinorganisations.BeforejoiningtheSouthamptonManagementSchool,EdgarledaHEFCE-fundedcentreforexcellencethatfocusedoninter-professionallearningacrossthepublicsector.Duringthattimeheworkedcloselywithlocalauthoritiesandchildren’struststosupportthedevelopmentofmulti-agencyteamworkacrossarangeofsectorsandservices.

Dr John MartiJohnisDirectorofEnterpriseattheSchoolandSeniorLecturerinStrategy.Johnalsoleadshisownconsultingpractice,MartiOliverAssociatesworkingacrossmanysectorsincludingfinancialservices,hospitality,IT,leisureandtourism,manufacturing,pharmaceuticals,retailing,telecoms,utilitiesandthepublicsector.Priortothishewasthefounderandseniorpartnerofthesuccessfulstrategyconsultingfirm,TheWinchesterConsultingGroup.Previously,JohnworkedasaconsultantandmanagerwithKPMGandPA.Priortobecomingaconsultant,Johnspentsevenyearsinindustrylatterlyasheadofthestrategygroupofamultinationalpharmaceuticalsandtoiletriescompany.

John’sresearchinterestsfocusonstrategicchangeandincludethereasonsforcorporatelongevity,thestrategicconsequencesofinnovationandthestrategicconsequencesofanageingpopulation.Johnalsoactsasamentortoseniorexecutivesandasachairmanincompanyturnarounds.

19Dr Nicholas Clarke working with

some of his research students

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DBA student: Karen Paterson

Serial entrepreneur Karen Paterson has embarked on one of her biggest challenges to date – studying for a Doctorate in Business Administration at the Southampton Management School.

Theaward-winningbusinesswomannowrunsglobalpayrollspecialistAcrede,basedinJersey.Shestartedhercareerinbanking,thentookherMBAattheUniversityofSouthampton,followingapostgraduatediplomainBusinessAdministration.

KarenstartedworkinginpayrollafterbeingaskedbyVirginInteractiveEntertainmenttodeviseaprogrammethatwouldworkefficientlyacrosstheworld.Sheresearchedfinancialandregulatorysystemsandcameupwithsecuretechnologicalsolutionsforbusinessesofallsizes.

ShebecameinterestedincontinuingineducationandinvestigatedoptionsforhigherlevelstudybeforedecidingonSouthampton.“ProgrammeleaderMalcolmHiggsencouragedmetoreadwidely,thenconcentrateononeelementofmyinitialresearchformythesis.WorkingforaDBAwillbeajourneyofdiscoveryandIwilllearnmuchaboutmyselfaswellasmysubject.”

AtfirstKarenthoughtshewouldliketostudystrategy,butshequicklybecameinterestedintheconceptofSchwartz’suniversalvalues-power,achievement,hedonism,stimulation,self-direction,universalism,benevolence,tradition,conformity,andsecurity.Shesays:“IamfascinatedbytheimpactofSchwartz’svaluesontherelationshipbetweenentrepreneursandtheirsuppliers,customers,employersandfinanciers,Idon’tbelieveanyonehasresearchedthattodate.”

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We ask that you do two things before you start the programme: complete a self-assessment against a set of professional and research competence criteria. Then, develop initial research questions and an outline proposal for your research project. You will be requested to bring these with you to the induction week.

Part one

DuringtheinductionweekheldattheManagementSchool,youwillbetaughtaboutthenatureofdoctoralresearch,criticalevaluationskillsandtheprinciplesofacademicwriting.Youwilllearnmoreaboutthestructureoftheprogrammeandtheprinciplesofdevelopingasaprofessionalpractitioner.Therewillalsobeanopportunityforyoutomeetyoursupervisoryteamwhowillguideyouthroughtheresearchprocessandagreehowyoucanbestworktogether.Yoursupervisoryteamwillnormallyconsistoftwomembersfromoursenioracademicteamappointedonthebasisoftheirresearchinterestsmatchingyourown.Withtheirinput,youwillbeabletorefineyourthinkingaroundyourresearchquestionandinitialproposal.

Sixtoeightweeksaftertheinductionweek,youwillbeaskedtovisittheSchooltopresentyourreviseddevelopmentplantoyoursupervisors.Shortlythereafter,youwillspendfivedaysattheSchooltakinganassessedresearchcoursewhichcoversbothqualitativeandquantitativeresearchmethods.Youwillberequiredtosubmita5,000wordessayaspartofthemodule.

Duringthefirsttwoyearsoftheprogramme,youwillhavetheopportunitytoparticipateindoctoralworkshopsatwhichyouwillpresentthedevelopmentofyourresearchthinkingandideas.Yourpresentationisnormallycritiquedbybothfellowstudentsandmembersofacademicstaff.

Muchofyourtimewillbespentworkingindependentlyonyourprofessionaldevelopmentplan,literaturereviewandresearchproposaldevelopment.Youwillalsobeabletoaccessanimpressiverangeofe-researchmethodsmaterialsonlinetofurtherenhanceyourunderstandingofresearch.

Attheendofthefirsttwoyears,andofpartoneoftheprogramme,youwillbeaskedto:

-Presentyourprofessionaldevelopmentplanand5,000wordreflectivedocumentsupportedbyaportfolioofevidence.

-Presenta5,000wordliteraturereviewandyourresearchproposal.

Part two

InthelasttwoyearsofyourDBAyouwillcontinuetoattendresearchworkshopsandengagewithyoursupervisoryteam.Inaddition,youwillberequiredto:

-Writea70,000wordthesisbasedonyouroriginalresearch.

-Defendyourthesisataviva.

-Provideevidenceofprofessionaldevelopmentbasedonthelearningexperience.Thiswilltaketheformofa5,000wordreflectivedocumentandaportfolioofevidencedemonstratinghowthelearninghasbeenappliedinyourprofessionalpractice.Thiswillbeassessedbyyoursupervisoryteam.

OnsuccessfullycompletingparttwoyouwillbeawardedaDoctorateinBusinessAdministration.

You can complete the DBA over a four year period, devoting on average 16-20 hours each week. Two years are set aside for part one and two years for part two.

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Applying for a place

TogainthemaximumbenefitfromtheDBAprogrammeitislikelythatyouwillhavehadatleastsevenyears’workexperienceincludingasignificantperiodinamanagerialorequivalentrole.Wenormallylookforamastersleveldegree(MBAorMSc)withevidenceofagoodqualitydissertation.However,ifyouholdaprofessionalqualificationsuchasFellowshipoftheCharteredInstituteofPersonnelandDevelopmentorFellowshipoftheCharteredInstituteofMarketingandyourcareerincludesasubstantialperiodofseniormanagementexperience,thatwouldbeequallyacceptable.

Find out more

YouareverywelcometocontactMalcolmwithanyquestionsyoumayhaveabouttheDBAprogrammeandhowitcanfitintoyourfutureplans.

ProfessorMalcolmHiggs+44(0)2380597788,malcolm.higgs@southampton.ac.uk

SouthamptonManagementSchoolUniversityofSouthamptonSouthamptonSO171BJUnitedKingdomwww.southampton.ac.uk/management

23www.southampton.ac.uk/managementDesigned and produced by WAX sii

This brochure is prepared well in advance of the academic year to which it relates and the University offers the information contained in it as a guide only. While the University makes every effort to check the accuracy of the factual content at the time of drafting, some changes will inevitably have occurred in the interval between publication and start of the relevant academic year. You should not therefore rely solely on this brochure and should consult the Southampton Management School website www.southampton.ac.uk/management for up-to-date information concerning course fees, course content and entry requirements for the current academic year. You should also consult the University’s prospectus or go to www.soton.ac.uk/inf/termsandconditions.html for more specific details of the limits of the University’s liability in the event of changes to advertised courses/programmes and related information.

www.southampton.ac.uk/dba malcolm.higgs@southampton.ac.uk +44 (0) 23 8059 7788