Week #11 (Earl)

PLEASE READ AND RESPOND

Throughout this course, my understanding of how to strategically develop the Background of the Problem has evolved significantly. One of the most influential concepts that changed my approach was the emphasis on external and internal environmental analysis as foundational to problem identification. Porters (2008) Five Forces framework and Dyer et al.s (2020) discussion of industry and organizational analysis helped me recognize that business problems must be grounded in contextual realities rather than personal observation alone. Applying these strategic planning tools encouraged me to situate organizational wellness and burnout within broader competitive, operational, and leadership environments, strengthening the scholarly rigor of my Background of the Problem.

Another key concept that shaped my development was the importance of aligning business problems with organizational resources and constraints. The Job DemandsResources model (Bakker & Demerouti, 2017) helped me connect employee burnout and engagement to leadership decisions, workload structures, and support systems. This connection enabled me to move beyond describing stress as an individual issue and instead frame it as a strategic leadership and organizational design concern. As a result, my Background of the Problem became more cohesive and analytically grounded.

Several connections also helped familiarize readers with my research topic. Integrating empirical evidence from Maslach and Leiter (2016) and professional data from SHRM (2023) allowed me to link academic research with real-world workplace trends. These sources reinforced the relevance of organizational wellness to productivity, retention, and performance. By combining scholarly theory with industry data, I was able to establish credibility and demonstrate the practical importance of my study to both academic and professional audiences.

My Background of the Problem also reflects key learning outcomes from this course, particularly the emphasis on strategic thinking, competitive positioning, and leadership influence. Through the application of strategic analysis, I learned to frame HR leadership and wellness initiatives as strategic assets that contribute to sustainable organizational performance (Dyer et al., 2020). This perspective aligns with the courses focus on evaluating business models and leadership practices that support innovation and competitive advantage. Additionally, the process strengthened my ability to synthesize literature and apply theory to complex organizational challenges.

This course content has also been instrumental in helping me avoid Checklist Creep, as described in the DBA Traditional Doctoral Study Capstone Research Handbook. By understanding how strategic alignment connects the Background, Problem Statement, Purpose, and Research Question, I have become more intentional about maintaining consistency across all sections of my prospectus. Rather than adding disconnected elements to satisfy checklist requirements, I now focus on ensuring that each component supports the central business problem. Strategic planning tools have helped me remain disciplined, focused, and aligned with Waldens expectations.

Overall, this course has strengthened my ability to approach doctoral research as both an independent scholar and a strategic thinker. Applying strategic management concepts has improved the clarity, relevance, and coherence of my Background of the Problem and has prepared me to refine my study with greater confidence and scholarly rigor.

References

Bakker, A. B., & Demerouti, E. (2017). Job demandsresources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273285.

Dyer, J., Godfrey, P., Jensen, R., & Bryce, D. (2020). Strategic management: Concepts and cases (3rd ed.). John Wiley & Sons.

Maslach, C., & Leiter, M. P. (2016). Understanding the burnout experience: Recent research and its implications for psychiatry. World Psychiatry, 15(2), 103111.

Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1), 7893.

Society for Human Resource Management. (2023). Employee mental health in the workplace.