This list aims to assist and guide in the selection of business and management dissertation topics. Note that these topics might still need narrowing down and might need to be approved by your Supervisor before you commence writing your project.
Categories and subsequent list of dissertation titles
1. Business, Government, and Society
1.1. Measuring and evaluating whether or not there is a causal relationship between corporate social responsibility and corporate financial performance.
1.2. Is reputation-building the paramount reason why business leaders integrate CSR into their overall business strategies? The case of Nike
1.3. Assessing the effects of evolving consumer expectations of corporate philanthropy on the shareholder and stakeholder primacy models of CSR
1.4. An assessment of the implications of societal perceptions of corporate influence in determining governmental decision-making processes. The case of Shell in the Niger Delta.
1.5. Can Governments effectively prevent the formulation of monopolies and curb unfair practices of large corporations. The case of Microsoft.
1.6. An assessment of Obama’s health care reforms: Are intentions to drive down healthcare costs for corporations and government, whilst protecting the profits of insurance companies a viable strategy?
1.7. Does government maintenance of a high level of integrity and transparency correlate with creating an auspicious environment for private sector growth and investment? The case of Tanzania.
1.8. In practice does the public good transcend the rights of individuals and firms to seek profit without regard to societal consequences?
1.9. Is CSR is too vague and indeterminate for the corporation to truly fulfil the criteria it demands and make an effectual contribution to the community of its operations?
1.10. Creating shared value: How can corporate policies and practices enhance company competitiveness and simultaneously advance community social and economic conditions?
2. Organisational Leadership
2.1. Do organisations need to concentrate on distinguishing leadership from management in order to achieve effective overall corporate strategies?
2.2. An evaluation of the Latern model as an integrated, systematic approach to organisational and successful leadership development.
2.3. Does organisational leadership provide the functions of leadership to an organisationally beneficial degree than that of individual charismatic leadership on its own?
2.4. How does the micro and macro perspective of leadership provide insight into effective leadership characteristics required to sustain competitiveness on a continuous basis?
2.5. Is the development of a common language for team leadership and leadership amongst directors and managers the answer for enhanced teamwork on an organisational-wide basis?
2.6. An examination of the impact of organisational culture on leadership decision for organisational reinvention: The case of Nokia.
2.7. An examination of a leadership paradigm proposing the coexistence of multiple leaders: Abandoning the traditional leader/follow concept for organisational leadership distribution to form communities of leaders along the chain of command.
2.8. In difficult economic times how can leadership redefine organisational processes and leverage institutional and outside knowledge more effectively?
2.9. Can the success of 3M be attributed to a leadership philosophy to create an organisation equipped with the capabilities to continuously innovate, learn and renew?
2.10. The changing nature of leadership: Why humility and courage are two frequently cited words in relation to leadership in the 21st century?
3. Organisational Behaviour
3.1. Goal setting: Are people more likely to perform relative to a goal if it is consistent with personal values and standards or will bring recognition or improved reputation?
3.2. An investigation into managerial measurement indicators for employee job satisfaction and the ability of the organisation to meet employee needs.
3.3. What are the advantages and disadvantages of management tendency to attract and recruit people based on characteristics similar to established organisational patterns of behaviour or culture.
3.4. The correlation between organisational culture and firm performance: Does firm focus on building strong organisational culture outperform comparative firms lacking these characteristics?
3.5. An examination of ethical behaviour, the counter-norms and accepted practices developed by organisations: The reasons why individuals knowingly commit unethical actions.
3.6. What is the relationship between the national culture and the commitment to organisational culture? The case of Brazil.
3.7. Examining the correlation between organisational culture, innovation, creativity and the likelihood of the successful implementation of ideas?
3.8. Is managerial behaviour imperative in the development of trust and belongingness for the facilitation of information sharing in the organisation?
3.9. An examination of employee perception of women’s adoption of stereotypically male leadership styles in traditionally male dominated organisational positions in the 21st century.
3.10. Organisational agility: Is technological innovation the solution for survival in turbulent times? A study of mobile telecommunications
4. Global Business Environment
4.1. How do ethnic dimensions of employee behaviour impact on the profitability of the corporation in the international environment?
4.2. Examining the challenges of protecting electronic personally identifiable information in the global business environment. Achieving data protection harmony.
4.3. Is Starbuck’s planned entry into India an example of organisational exhaustion of developed markets?
4.4. An assessment of approaches adopted by the tourist industry to screen the business environment for climate change and the actions taken to mitigate climate impact.
4.5. Should corporations place greater emphasis on corporate diplomacy and increase negotiation skills investment for executives operating in the current volatile business environment?
4.6. An examination of the significance of corporate value chain structure and core business activity on management decision to adopt an International framework Agreement?
4.7. An assessment of FDI flows in difficult economic times: Why have FDI flows to developing and transitional economies remained more resilient than to developed economies?
4.8. Does geographical proximity of the host to the domestic country of investors reduce informational and managerial uncertainty?
4.9. An examination of the methods employed by countries to enhance international competitiveness for FDI: A case study of Sub-Saharan Africa.
4.10. How does the characteristic of the organisation’s host country providing FDI impact the probability of the recipient country benefiting or losing from FDI opportunities?
5. Strategic Management
5.1. An assessment of regional strategic management in the fast food restaurant industry: The global operations of McDonalds in the US, Europe, Asia-Pacific, Middle East and Africa.
5.2. An examination of the origin and nature of the management strategy influencing people to regularly communicate through networking sites. A case study of Facebook.
5.3. Does the strategic difference between Amazon.com and eBay amount to the handling of physical goods with accepted ownership and “virtual” products without accepted ownership?
5.4. Is adaptive thinking the starting point of effective management strategy formulation for harmonious co-alignment between the corporation and the operating environment?
5.5. Are “resource-based” strategies dependent on the governance structure within which a firm can leverage its resources?
5.6. Is the ability to take a holistic perspective of the organisation and its environment the primary ingredient of strategic thinking and formulation?
5.7. Analysing hyper-competitiveness in contemporary business environments: Does hyper-competitiveness render determining systematic strategic direction for enterprises impossible?
5.8. Assessing considerations of stakeholder objectives in the strategic business process and how this varies between different cultures.
5.9. Can planned, opportunistic or forced decisions really be considered as strategy? A case study of the Chrysler and Daimler Benz merger.
5.10. Can firm strategy be adapted to contextual external environment while simultaneously remaining internally consistent? The case of Sony
6. International Business Strategy
6.1. An investigation into how push and pull factors combined to motivate Tesco to adapt an internationalisation strategy.
6.2. Globalisation, e-strategies and performance: How can organisations develop a successful social media strategy in the international business environment?.
6.3. Examining entry strategies of foreign companies in the Indian Android smartphone market. The case of Samsung Android phones.
6.4. Determinants of multinational corporations’ choice of entry modes and formation of alliances: The Sri Lankan experience.
6.5. How can banks enhance international connectivity with business customers: A study of HSBC?
6.6. An investigation of multinational corporations’ determinants of FDI in transitional economies. A case study of the Czech Republic.
6.7. An exploration of the relationship between internationalisation and SME performance: The export behaviour and performance of SMEs in the German context.
6.8. Implementing a cross-border management strategy: A study of foreign companies in the Malaysian telecommunication industry.
6.9. How does offshore outsourcing of customer services affect customer satisfaction? The case of AOL customer services outsource to India.
6.10. Identifying the drivers of Chinese business leader’s strategy for expansion into Africa. The resource-seeking and market-seeking perspective
7. Project Management
7.1. An examination of project management effectiveness in project-oriented business organisations. The significance of leadership organisational structure and technical capacity.
7.2. Is planning, organising, networking and informing the most significant managerial practices in the leadership behaviour of project managers?.
7.3. An analysis of critical success factors in project management: Are client presentation methods of needs and expectations determinant of project success/failure?
7.4. A study of the capabilities required by project managers to effectively manage stakeholder relationships?
7.5. Project management in a multicultural environment: Establishing guides for culturally specific consulting.
7.6. A project management perspective on capabilities to deliver M&A projects on budget, to timescale and on expected synergies.
7.7. Change management, project management and intervention: A study of Banco Santander internationalisation banking ventures.
7.8. An assessment of the lifecycle management framework adopted by BAE Systems as a core business process approach for project management.
7.9. Does outsourcing project management office functions improve organisational? A case study of the financial retail industry in India.
7.10. An examination of the critical capabilities for outsourcing and offshoring information systems projects
8. Innovation and Entrepreneurship
8.1. An exploration of the synergies between entrepreneurship and innovation on organisational development in the E-commerce industry: A case study of Amazon.com.
8.2. A study of firm resources, capabilities and internal firm conditions in strategic decisions to organise entrepreneurship for enhanced performance.
8.3. An examination of social entrepreneurship and CSR as contributors to solving community problems. A case study of social enterprise development in South Africa.
8.4. An explanation of organisational drivers of innovation and entrepreneurship: Exploring entrepreneurial innovation in the Chinese private sector.
8.5. How does organisational approach to innovation and corporate entrepreneurship training interventions impact employee performance?
8.6. The impact of entrepreneurial characteristics on firm performance: Uncovering the characteristics of strategic entrepreneurship on the performance of Nigerian SMEs.
8.7. The exploration and exploitation of knowledge management and intrapreneurship and the linkage with competitive dynamics. A case study of Sony PlayStation.
8.8. An assessment of leadership role in fostering organisational cultural components for enhancing innovation in the Malaysian public sector.
8.9. The innovation relationship between organisation operational capabilities and market outcome. A case study of Proctor and Gamble.
8.10. An exploration of innovation and entrepreneurship in family and non-family SMEs in the UK
9. Enterprise Risk Management
9.1. Is the relationship between Enterprise risk management and firm performance contingent on adequacies of internal control? Internal control mechanisms and firm financial performance in Ghana.
9.2. An analysis of deficiencies in internal controls and risk management systems in financial institutions. A study of Lehman Brother’s bankruptcy.
9.3. Assessing the effects of culture on the enterprise risk management of business managers in the Mexican oil and gas industry.
9.4. Addressing corporate governance and organisational risk management challenges in the Caribbean. A study of risk management structures in Jamaica.
9.5. A comparative study of risk management and information security in non-financial SMEs operating in the US and UK.
9.6. A consideration of risk management, configuration management and change management as an integrated framework for delivery of IT security in organisational operations.
9.7. Examining enterprise-wide risk management practices and the implications of communicating the strategy across the organisation’s business or between departments.
9.8. An investigation into stakeholder pressure on organisations to implement or refine enterprise risk management strategy. A study of Zurich Financial Services.
9.9. Is protection against loss and damage to reputation the most important potential benefit of an ERM strategy? A case study of the UK insurance industry.
9.10. An analysis of risk management in senior management decisions. A case study of French banks
10. International Human Resource Management
10.1. Multinational subsidiaries and the configuration of human resources management. The case of Spanish banks in Latin America.
10.2. An assessment of the trends towards the coordination of management practices in multinational corporations: The contribution of multinational firms to the development of standardised international best practices in HRM.
10.3. Evaluating the multinational corporation balancing act of developing standardised policies with the pressures to be responsive to the peculiarities of the local context. A case study of international banking.
10.4. Examining the cultural effects of knowledge transfer in multinational subsidiaries. Is inter-subsidiary knowledge transfers likely to be most effective in subsidiaries located in similar cultural contexts?
10.5. Moderating the influence of cultural on relationships between strategic human resources management practices, motivation and organisational performance. A study of multinational corporations in Kenya.
10.6. Is there a distinctive Chinese approach to human resources management? A study of international resources management in Chinese multinational enterprises.
10.7. An investigation of the dynamics of trust on international human resources management practices in shaping organisational performance.
10.8. Developing measurements of firm strategy to assist in the importance of international HRM alignment for the achievement of maximum firm performance.
10.9. The impact of international human resources practices and organisational culture on managerial effectiveness in multinational corporations in India.
10.10. Is centralisation, coordination and decentralisation the solution for achieving a successful interplay of IHRM strategy for centralised control and responsiveness to local circumstances? A case study of Siemens
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