Hong Kong – City University of Hong Kong’s (CityUHK) Doctor of Business Administration (DBA) programme is designed to equip senior executives with the research skills to tackle complex, real-world business challenges, bridging the gap between academic theory and practical application. The programme, characterized by limited class sizes to facilitate individualized attention, aims to provide a rigorous doctoral experience tailored to professionals committed to remaining within the business world.
Professor Ozer, overseeing the DBA programme, explained that even as taught programmes offer a broad overview of business principles, leaders often require a more focused, in-depth approach to address specific issues. “A PhD can feel too academic for someone who intends to stay in business, so the DBA stays close to practice while keeping doctoral rigour,” he said.
The programme actively seeks a diverse cohort of executives, with talent retention, leadership strategies, and the implications of artificial intelligence (AI) frequently emerging as key areas of focus. Professor Ozer emphasized the importance of avoiding homogeneity within the student body. “We don’t seek to see all the bankers or all the IT people,” he stated, highlighting the value of diverse perspectives in fostering robust discussions and avoiding sector-specific biases.
A central tenet of the DBA programme is addressing the temptation to rely on AI for quick answers. Professor Ozer acknowledged the allure of AI’s efficiency but cautioned against uncritical acceptance of its output. He noted the ability to identify instances of students “cut and paste” work generated by AI, emphasizing that the true challenge lies in integrating AI-generated insights into ongoing research and class discussions. “While AI can generate an answer it doesn’t recognize what the class is doing at that moment, nor does it know what research the individual student is carrying out,” he explained.
The programme’s curriculum combines coursework with a substantial, practice-oriented thesis, requiring students to complete 27 credit units of core and elective courses before dedicating 30 credit units to their research. The typical completion timeframe ranges from three to six years.
To accommodate the schedules of working executives, teaching is structured around one weekend per month, with sessions running from Saturday afternoon to Sunday evening. Professor Ozer noted that participants value their time and expect efficient leverage of class hours. The programme’s structure prioritizes research training, with core methodology courses spanning the first two years and supplemented by residential workshops and ongoing research development support.
The thesis component is presented as an independent research project addressing a practical business problem, subject to rigorous examination and regular progress monitoring. A “spiral learning model” is employed, providing candidates with iterative feedback throughout the process, rather than waiting for a final assessment. This approach aims to make the research process more manageable for individuals balancing study with demanding professional responsibilities.
Quality control is maintained through limited intake, ensuring dedicated one-to-one supervision. Regular checkpoints and detailed feedback – sometimes at the page or chapter level – are used to track progress and maintain standards. Each candidate is also guided by a Qualifying Panel, including their supervisor, throughout the thesis stage. The final thesis is assessed through an oral examination conducted by a panel including at least one external examiner, with the award granted on a pass/fail basis.
Professor Ozer observed that graduates often express pride in their degree, attributing it to the programme’s uncompromising standards. He contrasted this with instances where DBA holders feel the need to carry separate business cards, one displaying the doctoral title and another omitting it in anticipation of potential skepticism. He also highlighted the public impact of the programme, noting that students frequently share their research findings in the media and within their respective industries.
Beyond formal qualifications, the programme fosters a strong cohort effect. A two-to-three-day residential workshop held outside Hong Kong at the start of each cohort is designed to build relationships and trust among participants. Social gatherings continue to connect cohorts throughout and beyond the programme, creating a lasting professional network. Professor Ozer described a dynamic where participants shed their professional personas within the classroom, fostering a collaborative learning environment. He cited examples of business partnerships formed and even a latest business created as a direct result of cohort connections. Alumni loyalty, he added, demonstrates the enduring strength of these relationships.
