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Change Management Dissertation Topic Ideas

Published by Owen Ingram at January 2nd, 2023 , Revised On August 18, 2023

Choosing a relevant and interesting thesis topic can often be a troublesome experience. The topics you propose to the supervisors and advisor should be innovative and creative, cover both theoretical and practical aspects, and add something new to the field.

The fact that change is a part of our lives in practically every aspect makes change management a fascinating and diverse topic for dissertations . Subjects related to change management are easy to find.

Here are a few intriguing change management thesis topics and ideas to help you get started on your change management dissertation. Make sure you choose subjects that meet your requirements and are related to your interests. In addition, you can create your own dissertation topics based on your interests and preferences.

The Best Change Management Dissertation Topics & Ideas

• An examination of the methods and instruments used by British organizations to study and manage change
• A study to comprehend the scholarly viewpoint on change management in global firms. What does it do, and how is it controlled?
• How can firms in the UK recreate themselves in the COVID-19 era?
• A study of the change management techniques used in the UK’s health care industry.
• A critical analysis of the technological methods employed for efficient management.
• A comparison of first- and third-world countries’ approaches to managing changes in natural resource usage patterns.
• Comparative examination of industrialized and developing nations’ approaches to change management pitfalls.
• Highlighting the methods for change management used in the public sector. A case study involving the UK.
• Assessing the elements that influence change inside an organization. An examination of the British textile industry.
• A systematic review of IT industry best practices for change management. A Facebook case study.
• Examine the difficulties and obstacles in change management for new businesses in the UK.
• Internal control elements are crucial to the effectiveness of change management strategies.
• A study to ascertain how data modelling techniques are used to start changes in the UK manufacturing industry.
• Social capital techniques’ contribution to the evaluation of change management initiatives.
• An innovative study to better understand how organizations might reinvent themselves to fit the new norms and how change management works in times of financial crisis.
• An investigation of the effects of policy input on organizational change culture. A case study of financial institutions and banks.
• Examining leadership, ethics, and values in the context of change management.
• An exploration of the impact of change management during the coronavirus epidemic in the UK’s public sector.
• An analysis of the conceptualization of travel and tourism in poor countries using change management.
• Examining the connections between information sharing, coherence in the curriculum, and change management in education
• An investigation on the things about people who resist change. What are the ways to get over these management and adoption phobias of change?
• management of climate change’s role in balancing rising energy demands
• Planning for sustainable development and climate change control: a descriptive approach.
• Examining the adoption of western methods for change management by Asian organizations, with a concentration on welfare groups.
• What effects are there from developments in the auto manufacturing sector? A tesla case study
• An examination of how data modelling is being used to spark change in the American manufacturing sector
• What adjustments have companies had to make as a result of coronavirus outbreaks? An examination of the UK.

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Free topics for a change management dissertation – what is better than that? Here are some free topics for change management dissertations. It is possible for you to personalize your change management dissertation based on your interests and preferences. For this reason, our top-notch dissertation writers have created this free list of the best change management dissertation topic ideas for you.

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• Research industry trends.
• Analyze organizational challenges.
• Study successful cases.
• Review change models.
• Explore employee perspectives.
• Select a topic aligning with your field and curiosity.

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Change Management: From Theory to Practice

Jeffrey phillips.

1 University Libraries, Florida State University, 116 Honors Way, Tallahassee, FL 32306 USA

James D. Klein

2 Department of Educational Psychology & Learning Systems, College of Education, Florida State University, Stone Building-3205F, Tallahassee, FL 32306-4453 USA

This article presents a set of change management strategies found across several models and frameworks and identifies how frequently change management practitioners implement these strategies in practice. We searched the literature to identify 15 common strategies found in 16 different change management models and frameworks. We also created a questionnaire based on the literature and distributed it to change management practitioners. Findings suggest that strategies related to communication, stakeholder involvement, encouragement, organizational culture, vision, and mission should be used when implementing organizational change.

Organizations must change to survive. There are many approaches to influence change; these differences require change managers to consider various strategies that increase acceptance and reduce barriers. A change manager is responsible for planning, developing, leading, evaluating, assessing, supporting, and sustaining a change implementation. Change management consists of models and strategies to help employees accept new organizational developments.

Change management practitioners and academic researchers view organizational change differently (Hughes, 2007 ; Pollack & Pollack, 2015 ). Saka ( 2003 ) states, “there is a gap between what the rational-linear change management approach prescribes and what change agents do” (p. 483). This disconnect may make it difficult to determine the suitability and appropriateness of using different techniques to promote change (Pollack & Pollack, 2015 ). Hughes ( 2007 ) thinks that practitioners and academics may have trouble communicating because they use different terms. Whereas academics use the terms, models, theories, and concepts, practitioners use tools and techniques. A tool is a stand-alone application, and a technique is an integrated approach (Dale & McQuater, 1998 ). Hughes ( 2007 ) expresses that classifying change management tools and techniques can help academics identify what practitioners do in the field and evaluate the effectiveness of practitioners’ implementations.

There is little empirical evidence that supports a preferred change management model (Hallencreutz & Turner, 2011 ). However, there are many similar strategies found across change management models (Raineri, 2011 ). Bamford and Forrester’s ( 2003 ) case study showed that “[change] managers in a company generally ignored the popular change literature” (p. 560). The authors followed Pettigrew’s ( 1987 ) suggestions that change managers should not use abstract theories; instead, they should relate change theories to the context of the change. Neves’ ( 2009 ) exploratory factor analysis of employees experiencing the implementation of a new performance appraisal system at a public university suggested that (a) change appropriateness (if the employee felt the change was beneficial to the organization) was positively related with affective commitment (how much the employee liked their job), and (b) affective commitment mediated the relationship between change appropriateness and individual change (how much the employee shifted to the new system). It is unlikely that there is a universal change management approach that works in all settings (Saka, 2003 ). Because change is chaotic, one specific model or framework may not be useful in multiple contexts (Buchanan & Boddy, 1992 ; Pettigrew & Whipp, 1991 ). This requires change managers to consider various approaches for different implementations (Pettigrew, 1987 ). Change managers may face uncertainties that cannot be addressed by a planned sequence of steps (Carnall, 2007 ; Pettigrew & Whipp, 1991 ). Different stakeholders within an organization may complete steps at different times (Pollack & Pollack, 2015 ). Although there may not be one perspective change management approach, many models and frameworks consist of similar change management strategies.

Anderson and Ackerman Anderson ( 2001 ) discuss the differences between change frameworks and change process models. They state that a change framework identifies topics that are relevant to the change and explains the procedures that organizations should acknowledge during the change. However, the framework does not provide details about how to accomplish the steps of the change or the sequence in which the change manager should perform the steps. Additionally, Anderson and Ackerman Anderson ( 2001 ) explain that change process models describe what actions are necessary to accomplish the change and the order in which to facilitate the actions. Whereas frameworks may identify variables or theories required to promote change, models focus on the specific processes that lead to change. Based on the literature, we define a change strategy as a process or action from a model or framework. Multiple models and frameworks contain similar strategies. Change managers use models and frameworks contextually; some change management strategies may be used across numerous models and frameworks.

The purpose of this article is to present a common set of change management strategies found across numerous models and frameworks and identify how frequently change management practitioners implement these common strategies in practice. We also compare current practice with models and frameworks from the literature. Some change management models and frameworks have been around for decades and others are more recent. This comparison may assist practitioners and theorists to consider different strategies that fall outside a specific model.

Common Strategies in the Change Management Literature

We examined highly-cited publications ( n  > 1000 citations) from the last 20 years, business websites, and university websites to select organizational change management models and frameworks. First, we searched two indexes—Google Scholar and Web of Science’s Social Science Citation Index. We used the following keywords in both indexes: “change management” OR “organizational change” OR “organizational development” AND (models or frameworks). Additionally, we used the same search terms in a Google search to identify models mentioned on university and business websites. This helped us identify change management models that had less presence in popular research. We only included models and frameworks from our search results that were mentioned on multiple websites. We reached saturation when multiple publications stopped identifying new models and frameworks.

After we identified the models and frameworks, we analyzed the original publications by the authors to identify observable strategies included in the models and frameworks. We coded the strategies by comparing new strategies with our previously coded strategies, and we combined similar strategies or created a new strategy. Our list of strategies was not exhaustive, but we included the most common strategies found in the publications. Finally, we omitted publications that did not provide details about the change management strategies. Although many of these publications were highly cited and identified change implementation processes or phases, the authors did not identify a specific strategy.

Table ​ Table1 1 shows the 16 models and frameworks that we analyzed and the 15 common strategies that we identified from this analysis. Ackerman-Anderson and Anderson ( 2001 ) believe that it is important for process models to consider organizational imperatives as well as human dynamics and needs. Therefore, the list of strategies considers organizational imperatives such as create a vision for the change that aligns with the organization’s mission and strategies regarding human dynamics and needs such as listen to employees’ concerns about the change. We have presented the strategies in order of how frequently the strategies appear in the models and frameworks. Table ​ Table1 1 only includes strategies found in at least six of the models or frameworks.

Common strategies in the change management literature

A = ADKAR (Hiatt, 2006 ); AA = Ackerman Anderson and Anderson ( 2001 ); B = Bridges ( 1991 ); BB = Buchanan and Boddy ( 1992 ); BH = Beckhard and Harris ( 1987 ); C = Carnall ( 2007 ); CW = Cummings and Worley ( 1993 ); FB = French and Bell ( 1999 ); GE = GE CAP model (Neri et al., 2008 ; Polk, 2011 ); K = Kotter ( 2012 ); KSJ = Kanter et al. ( 1992 ); L = Lewin’s Three-step model (Bakari et al., 2017 ; Lewin, 1951 ); LK = Luecke ( 2003 ); M = McKinsey’s 7-S framework (Cox et al., 2019 ; Waterman et al., 1980 ); N = Nadler and Tushman ( 1997 ); PW = Pettigrew and Whipp (1993)

Strategies Used by Change Managers

We developed an online questionnaire to determine how frequently change managers used the strategies identified in our review of the literature. The Qualtrics-hosted survey consisted of 28 questions including sliding-scale, multiple-choice, and Likert-type items. Demographic questions focused on (a) how long the participant had been involved in the practice of change management, (b) how many change projects the participant had led, (c) the types of industries in which the participant led change implementations, (d) what percentage of job responsibilities involved working as a change manager and a project manager, and (e) where the participant learned to conduct change management. Twenty-one Likert-type items asked how often the participant used the strategies identified by our review of common change management models and frameworks. Participants could select never, sometimes, most of the time, and always. The Cronbach’s Alpha of the Likert-scale questions was 0.86.

The procedures for the questionnaire followed the steps suggested by Gall et al. ( 2003 ). The first steps were to define the research objectives, select the sample, and design the questionnaire format. The fourth step was to pretest the questionnaire. We conducted cognitive laboratory interviews by sending the questionnaire and interview questions to one person who was in the field of change management, one person who was in the field of performance improvement, and one person who was in the field of survey development (Fowler, 2014 ). We met with the reviewers through Zoom to evaluate the questionnaire by asking them to read the directions and each item for clarity. Then, reviewers were directed to point out mistakes or areas of confusion. Having multiple people review the survey instruments improved the reliability of the responses (Fowler, 2014 ).

We used purposeful sampling to distribute the online questionnaire throughout the following organizations: the Association for Talent Development (ATD), Change Management Institute (CMI), and the International Society for Performance Improvement (ISPI). We also launched a call for participation to department chairs of United States universities who had Instructional Systems Design graduate programs with a focus on Performance Improvement. We used snowball sampling to gain participants by requesting that the department chairs forward the questionnaire to practitioners who had led at least one organizational change.

Table ​ Table2 2 provides a summary of the characteristics of the 49 participants who completed the questionnaire. Most had over ten years of experience practicing change management ( n  = 37) and had completed over ten change projects ( n  = 32). The participants learned how to conduct change management on-the-job ( n  = 47), through books ( n  = 31), through academic journal articles ( n  = 22), and from college or university courses ( n  = 20). The participants had worked in 13 different industries.

Characteristics of participants

( n  = 49)

Table ​ Table3 3 shows how frequently participants indicated that they used the change management strategies included on the questionnaire. Forty or more participants said they used the following strategies most often or always: (1) Asked members of senior leadership to support the change; (2) Listened to managers’ concerns about the change; (3) Aligned an intended change with an organization’s mission; (4) Listened to employees’ concerns about the change; (5) Aligned an intended change with an organization’s vision; (6) Created measurable short-term goals; (7) Asked managers for feedback to improve the change, and (8) Focused on organizational culture.

Strategies used by change managers

Table ​ Table4 4 identifies how frequently the strategies appeared in the models and frameworks and the rate at which practitioners indicated they used the strategies most often or always. The strategies found in the top 25% of both ( n  > 36 for practitioner use and n  > 11 in models and frameworks) focused on communication, including senior leadership and the employees in change decisions, aligning the change with the vision and mission of the organization, and focusing on organizational culture. Practitioners used several strategies more commonly than the literature suggested, especially concerning the topic of middle management. Practitioners focused on listening to middle managers’ concerns about the change, asking managers for feedback to improve the change, and ensuring that managers were trained to promote the change. Meanwhile, practitioners did not engage in the following strategies as often as the models and frameworks suggested that they should: provide all members of the organization with clear communication about the change, distinguish the differences between leadership and management, reward new behavior, and include employees in change decisions.

A comparison of the strategies used by practitioners to the strategies found in the literature

Common Strategies Used by Practitioners and Found in the Literature

The purpose of this article was to present a common set of change management strategies found across numerous models and frameworks and to identify how frequently change management practitioners implement these common strategies in practice. The five common change management strategies were the following: communicate about the change, involve stakeholders at all levels of the organization, focus on organizational culture, consider the organization’s mission and vision, and provide encouragement and incentives to change. Below we discuss our findings with an eye toward presenting a few key recommendations for change management.

Communicate About the Change

Communication is an umbrella term that can include messaging, networking, and negotiating (Buchanan & Boddy, 1992 ). Our findings revealed that communication is essential for change management. All the models and frameworks we examined suggested that change managers should provide members of the organization with clear communication about the change. It is interesting that approximately 33% of questionnaire respondents indicated that they sometimes, rather than always or most of the time, notified all members of the organization about the change. This may be the result of change managers communicating through organizational leaders. Instead of communicating directly with everyone in the organization, some participants may have used senior leadership, middle management, or subgroups to communicate the change. Messages sent to employees from leaders can effectively promote change. Regardless of who is responsible for communication, someone in the organization should explain why the change is happening (Connor et al., 2003 ; Doyle & Brady, 2018 ; Hiatt, 2006 ; Kotter, 2012 ) and provide clear communication throughout the entire change implementation (McKinsey & Company, 2008 ; Mento et al., 2002 ).

Involve Stakeholders at All Levels of the Organization

Our results indicate that change managers should involve senior leaders, managers, as well as employees during a change initiative. The items on the questionnaire were based on a review of common change management models and frameworks and many related to some form of stakeholder involvement. Of these strategies, over half were used often by 50% or more respondents. They focused on actions like gaining support from leaders, listening to and getting feedback from managers and employees, and adjusting strategies based on stakeholder input.

Whereas the models and frameworks often identified strategies regarding senior leadership and employees, it is interesting that questionnaire respondents indicated that they often implemented strategies involving middle management in a change implementation. This aligns with Bamford and Forrester’s ( 2003 ) research describing how middle managers are important communicators of change and provide an organization with the direction for the change. However, the participants did not develop managers into leaders as often as the literature proposed. Burnes and By ( 2012 ) expressed that leadership is essential to promote change and mention how the change management field has failed to focus on leadership as much as it should.

Focus on Organizational Culture

All but one of the models and frameworks we analyzed indicated that change managers should focus on changing the culture of an organization and more than 75% of questionnaire respondents revealed that they implemented this strategy always or most of the time. Organizational culture affects the acceptance of change. Changing the organizational culture can prevent employees from returning to the previous status quo (Bullock & Batten, 1985 ; Kotter, 2012 ; Mento et al., 2002 ). Some authors have different views on how to change an organization’s culture. For example, Burnes ( 2000 ) thinks that change managers should focus on employees who were resistant to the change while Hiatt ( 2006 ) suggests that change managers should replicate what strategies they used in the past to change the culture. Change managers require open support and commitment from managers to lead a culture change (Phillips, 2021 ).

In addition, Pless and Maak ( 2004 ) describe the importance of creating a culture of inclusion where diverse viewpoints help an organization reach its organizational objectives. Yet less than half of the participants indicated that they often focused on diversity, equity, and inclusion (DEI). Change managers should consider diverse viewpoints when implementing change, especially for organizations whose vision promotes a diverse and inclusive workforce.

Consider the Organization’s Mission and Vision

Several of the models and frameworks we examined mentioned that change managers should consider the mission and vision of the organization (Cummings & Worley, 1993 ; Hiatt, 2006 ; Kotter, 2012 ; Polk, 2011 ). Furthermore, aligning the change with the organization’s mission and vision were among the strategies most often implemented by participants. This was the second most common strategy both used by participants and found in the models and frameworks. A mission of an organization may include its beliefs, values, priorities, strengths, and desired public image (Cummings & Worley, 1993 ). Leaders are expected to adhere to a company’s values and mission (Strebel, 1996 ).

Provide Encouragement and Incentives to Change

Most of the change management models and frameworks suggested that organizations should reward new behavior, yet most respondents said they did not provide incentives to change. About 75% of participants did indicate that they frequently gave encouragement to employees about the change. The questionnaire may have confused participants by suggesting that they provide incentives before the change occurs. Additionally, respondents may have associated incentives with monetary compensation. Employee training can be considered an incentive, and many participants confirmed that they provided employees and managers with training. More information is needed to determine why the participants did not provide incentives and what the participants defined as rewards.

Future Conversations Between Practitioners and Researchers

Table ​ Table4 4 identified five strategies that practitioners used more often than the models and frameworks suggested and four strategies that were suggested more often by the models and frameworks than used by practitioners. One strategy that showed the largest difference was provided employees with incentives to implement the change. Although 81% of the selected models and frameworks suggested that practitioners should provide employees with incentives, only 25% of the practitioners identified that they provided incentives always and most of the time. Conversations between theorists and practitioners could determine if these differences occur because each group uses different terms (Hughes, 2007 ) or if practitioners just implement change differently than theorists suggest (Saka, 2003 ).

Additionally, conversations between theorists and practitioners may help promote improvements in the field of change management. For example, practitioners were split on how often they promoted DEI, and the selected models and frameworks did not focus on DEI in change implementations. Conversations between the two groups would help theorists understand what practitioners are doing to advance the field of change management. These conversations may encourage theorists to modify their models and frameworks to include modern approaches to change.

Limitations

The models and frameworks included in this systematic review were found through academic research and websites on the topic of change management. We did not include strategies contained on websites from change management organizations. Therefore, the identified strategies could skew towards approaches favored by theorists instead of practitioners. Additionally, we used specific publications to identify the strategies found in the models and frameworks. Any amendments to the cited models or frameworks found in future publications could not be included in this research.

We distributed this questionnaire in August 2020. Several participants mentioned that they were not currently conducting change management implementations because of global lockdowns due to the COVID-19 pandemic. Because it can take years to complete a change management implementation (Phillips, 2021 ), this research does not describe how COVID-19 altered the strategies used by the participants. Furthermore, participants were not provided with definitions of the strategies. Their interpretations of the strategies may differ from the definitions found in the academic literature.

Future Research

Future research should expand upon what strategies the practitioners use to determine (a) how the practitioners use the strategies, and (b) the reasons why practitioners use certain strategies. Participants identified several strategies that they did not use as often as the literature suggested (e.g., provide employees with incentives and adjust the change implementation because of reactions from employees). Future research should investigate why practitioners are not implementing these strategies often.

Additionally, the COVID-19 pandemic may have changed how practitioners implemented change management strategies. Future research should investigate if practitioners have added new strategies or changed the frequency in which they identified using the strategies found in this research.

Our aim was to identify a common set of change management strategies found across several models and frameworks and to identify how frequently change management practitioners implement these strategies in practice. While our findings relate to specific models, frameworks, and strategies, we caution readers to consider the environment and situation where the change will occur. Therefore, strategies should not be selected for implementation based on their inclusion in highly cited models and frameworks. Our study identified strategies found in the literature and used by change managers, but it does not predict that specific strategies are more likely to promote a successful organizational change. Although we have presented several strategies, we do not suggest combining these strategies to create a new framework. Instead, these strategies should be used to promote conversation between practitioners and theorists. Additionally, we do not suggest that one model or framework is superior to others because it contains more strategies currently used by practitioners. Evaluating the effectiveness of a model or framework by how many common strategies it contains gives an advantage to models and frameworks that contain the most strategies. Instead, this research identifies what practitioners are doing in the field to steer change management literature towards the strategies that are most used to promote change.

Declarations

This research does not represent conflicting interests or competing interests. The research was not funded by an outside agency and does not represent the interests of an outside party.

Publisher's Note

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Contributor Information

Jeffrey Phillips, Email: ude.usf@spillihpbj .

James D. Klein, Email: ude.usf@nielkj .

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How To Write A Research Proposal

A Straightforward How-To Guide (With Examples)

By: Derek Jansen (MBA) | Reviewed By: Dr. Eunice Rautenbach | August 2019 (Updated April 2023)

Writing up a strong research proposal for a dissertation or thesis is much like a marriage proposal. It’s a task that calls on you to win somebody over and persuade them that what you’re planning is a great idea. An idea they’re happy to say ‘yes’ to. This means that your dissertation proposal needs to be   persuasive ,   attractive   and well-planned. In this post, I’ll show you how to write a winning dissertation proposal, from scratch.

Before you start:

– Understand exactly what a research proposal is – Ask yourself these 4 questions

The 5 essential ingredients:

• The title/topic
• The introduction chapter
• The scope/delimitations
• Preliminary literature review
• Design/ methodology
• Practical considerations and risks 

What Is A Research Proposal?

The research proposal is literally that: a written document that communicates what you propose to research, in a concise format. It’s where you put all that stuff that’s spinning around in your head down on to paper, in a logical, convincing fashion.

Convincing   is the keyword here, as your research proposal needs to convince the assessor that your research is   clearly articulated   (i.e., a clear research question) ,   worth doing   (i.e., is unique and valuable enough to justify the effort), and   doable   within the restrictions you’ll face (time limits, budget, skill limits, etc.). If your proposal does not address these three criteria, your research won’t be approved, no matter how “exciting” the research idea might be.

PS – if you’re completely new to proposal writing, we’ve got a detailed walkthrough video covering two successful research proposals here . 

How do I know I’m ready?

Before starting the writing process, you need to   ask yourself 4 important questions .  If you can’t answer them succinctly and confidently, you’re not ready – you need to go back and think more deeply about your dissertation topic .

You should be able to answer the following 4 questions before starting your dissertation or thesis research proposal:

• WHAT is my main research question? (the topic)
• WHO cares and why is this important? (the justification)
• WHAT data would I need to answer this question, and how will I analyse it? (the research design)
• HOW will I manage the completion of this research, within the given timelines? (project and risk management)

If you can’t answer these questions clearly and concisely,   you’re not yet ready   to write your research proposal – revisit our   post on choosing a topic .

If you can, that’s great – it’s time to start writing up your dissertation proposal. Next, I’ll discuss what needs to go into your research proposal, and how to structure it all into an intuitive, convincing document with a linear narrative.

The 5 Essential Ingredients

Research proposals can vary in style between institutions and disciplines, but here I’ll share with you a   handy 5-section structure   you can use. These 5 sections directly address the core questions we spoke about earlier, ensuring that you present a convincing proposal. If your institution already provides a proposal template, there will likely be substantial overlap with this, so you’ll still get value from reading on.

For each section discussed below, make sure you use headers and sub-headers (ideally, numbered headers) to help the reader navigate through your document, and to support them when they need to revisit a previous section. Don’t just present an endless wall of text, paragraph after paragraph after paragraph…

Top Tip:   Use MS Word Styles to format headings. This will allow you to be clear about whether a sub-heading is level 2, 3, or 4. Additionally, you can view your document in ‘outline view’ which will show you only your headings. This makes it much easier to check your structure, shift things around and make decisions about where a section needs to sit. You can also generate a 100% accurate table of contents using Word’s automatic functionality.

Ingredient #1 – Topic/Title Header

Your research proposal’s title should be your main research question in its simplest form, possibly with a sub-heading providing basic details on the specifics of the study. For example:

“Compliance with equality legislation in the charity sector: a study of the ‘reasonable adjustments’ made in three London care homes”

As you can see, this title provides a clear indication of what the research is about, in broad terms. It paints a high-level picture for the first-time reader, which gives them a taste of what to expect.   Always aim for a clear, concise title . Don’t feel the need to capture every detail of your research in your title – your proposal will fill in the gaps.

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Ingredient #2 – Introduction

In this section of your research proposal, you’ll expand on what you’ve communicated in the title, by providing a few paragraphs which offer more detail about your research topic. Importantly, the focus here is the   topic   – what will you research and why is that worth researching? This is not the place to discuss methodology, practicalities, etc. – you’ll do that later.

You should cover the following:

• An overview of the   broad area   you’ll be researching – introduce the reader to key concepts and language
• An explanation of the   specific (narrower) area   you’ll be focusing, and why you’ll be focusing there
• Your research   aims   and   objectives
• Your   research question (s) and sub-questions (if applicable)

Importantly, you should aim to use short sentences and plain language – don’t babble on with extensive jargon, acronyms and complex language. Assume that the reader is an intelligent layman – not a subject area specialist (even if they are). Remember that the   best writing is writing that can be easily understood   and digested. Keep it simple.

Note that some universities may want some extra bits and pieces in your introduction section. For example, personal development objectives, a structural outline, etc. Check your brief to see if there are any other details they expect in your proposal, and make sure you find a place for these.

Ingredient #3 – Scope

Next, you’ll need to specify what the scope of your research will be – this is also known as the delimitations . In other words, you need to make it clear what you will be covering and, more importantly, what you won’t be covering in your research. Simply put, this is about ring fencing your research topic so that you have a laser-sharp focus.

All too often, students feel the need to go broad and try to address as many issues as possible, in the interest of producing comprehensive research. Whilst this is admirable, it’s a mistake. By tightly refining your scope, you’ll enable yourself to   go deep   with your research, which is what you need to earn good marks. If your scope is too broad, you’re likely going to land up with superficial research (which won’t earn marks), so don’t be afraid to narrow things down.

Ingredient #4 – Literature Review

In this section of your research proposal, you need to provide a (relatively) brief discussion of the existing literature. Naturally, this will not be as comprehensive as the literature review in your actual dissertation, but it will lay the foundation for that. In fact, if you put in the effort at this stage, you’ll make your life a lot easier when it’s time to write your actual literature review chapter.

There are a few things you need to achieve in this section:

• Demonstrate that you’ve done your reading and are   familiar with the current state of the research   in your topic area.
• Show that   there’s a clear gap   for your specific research – i.e., show that your topic is sufficiently unique and will add value to the existing research.
• Show how the existing research has shaped your thinking regarding   research design . For example, you might use scales or questionnaires from previous studies.

When you write up your literature review, keep these three objectives front of mind, especially number two (revealing the gap in the literature), so that your literature review has a   clear purpose and direction . Everything you write should be contributing towards one (or more) of these objectives in some way. If it doesn’t, you need to ask yourself whether it’s truly needed.

Top Tip:  Don’t fall into the trap of just describing the main pieces of literature, for example, “A says this, B says that, C also says that…” and so on. Merely describing the literature provides no value. Instead, you need to   synthesise   it, and use it to address the three objectives above.

Ingredient #5 – Research Methodology

Now that you’ve clearly explained both your intended research topic (in the introduction) and the existing research it will draw on (in the literature review section), it’s time to get practical and explain exactly how you’ll be carrying out your own research. In other words, your research methodology.

In this section, you’ll need to   answer two critical questions :

• How   will you design your research? I.e., what research methodology will you adopt, what will your sample be, how will you collect data, etc.
• Why   have you chosen this design? I.e., why does this approach suit your specific research aims, objectives and questions?

In other words, this is not just about explaining WHAT you’ll be doing, it’s also about explaining WHY. In fact, the   justification is the most important part , because that justification is how you demonstrate a good understanding of research design (which is what assessors want to see).

Some essential design choices you need to cover in your research proposal include:

• Your intended research philosophy (e.g., positivism, interpretivism or pragmatism )
• What methodological approach you’ll be taking (e.g., qualitative , quantitative or mixed )
• The details of your sample (e.g., sample size, who they are, who they represent, etc.)
• What data you plan to collect (i.e. data about what, in what form?)
• How you plan to collect it (e.g., surveys , interviews , focus groups, etc.)
• How you plan to analyse it (e.g., regression analysis, thematic analysis , etc.)
• Ethical adherence (i.e., does this research satisfy all ethical requirements of your institution, or does it need further approval?)

This list is not exhaustive – these are just some core attributes of research design. Check with your institution what level of detail they expect. The “ research onion ” by Saunders et al (2009) provides a good summary of the various design choices you ultimately need to make – you can   read more about that here .

Don’t forget the practicalities…

In addition to the technical aspects, you will need to address the   practical   side of the project. In other words, you need to explain   what resources you’ll need   (e.g., time, money, access to equipment or software, etc.) and how you intend to secure these resources. You need to show that your project is feasible, so any “make or break” type resources need to already be secured. The success or failure of your project cannot depend on some resource which you’re not yet sure you have access to.

Another part of the practicalities discussion is   project and risk management . In other words, you need to show that you have a clear project plan to tackle your research with. Some key questions to address:

• What are the timelines for each phase of your project?
• Are the time allocations reasonable?
• What happens if something takes longer than anticipated (risk management)?
• What happens if you don’t get the response rate you expect?

A good way to demonstrate that you’ve thought this through is to include a Gantt chart and a risk register (in the appendix if word count is a problem). With these two tools, you can show that you’ve got a clear, feasible plan, and you’ve thought about and accounted for the potential risks.

Tip – Be honest about the potential difficulties – but show that you are anticipating solutions and workarounds. This is much more impressive to an assessor than an unrealistically optimistic proposal which does not anticipate any challenges whatsoever.

Final Touches: Read And Simplify

The final step is to edit and proofread your proposal – very carefully. It sounds obvious, but all too often poor editing and proofreading ruin a good proposal. Nothing is more off-putting for an assessor than a poorly edited, typo-strewn document. It sends the message that you either do not pay attention to detail, or just don’t care. Neither of these are good messages. Put the effort into editing and proofreading your proposal (or pay someone to do it for you) – it will pay dividends.

When you’re editing, watch out for ‘academese’. Many students can speak simply, passionately and clearly about their dissertation topic – but become incomprehensible the moment they turn the laptop on. You are not required to write in any kind of special, formal, complex language when you write academic work. Sure, there may be technical terms, jargon specific to your discipline, shorthand terms and so on. But, apart from those,   keep your written language very close to natural spoken language   – just as you would speak in the classroom. Imagine that you are explaining your project plans to your classmates or a family member. Remember, write for the intelligent layman, not the subject matter experts. Plain-language, concise writing is what wins hearts and minds – and marks!

Let’s Recap: Research Proposal 101

And there you have it – how to write your dissertation or thesis research proposal, from the title page to the final proof. Here’s a quick recap of the key takeaways:

• The purpose of the research proposal is to   convince   – therefore, you need to make a clear, concise argument of why your research is both worth doing and doable.
• Make sure you can ask the critical what, who, and how questions of your research   before   you put pen to paper.
• Title – provides the first taste of your research, in broad terms
• Introduction – explains what you’ll be researching in more detail
• Scope – explains the boundaries of your research
• Literature review – explains how your research fits into the existing research and why it’s unique and valuable
• Research methodology – explains and justifies how you will carry out your own research

Hopefully, this post has helped you better understand how to write up a winning research proposal. If you enjoyed it, be sure to check out the rest of the Grad Coach Blog . If your university doesn’t provide any template for your proposal, you might want to try out our free research proposal template .

Psst… there’s more!

This post is an extract from our bestselling short course, Research Proposal Bootcamp . If you want to work smart, you don't want to miss this .

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30 Comments

Thank you so much for the valuable insight that you have given, especially on the research proposal. That is what I have managed to cover. I still need to go back to the other parts as I got disturbed while still listening to Derek’s audio on you-tube. I am inspired. I will definitely continue with Grad-coach guidance on You-tube.

Thanks for the kind words :). All the best with your proposal.

First of all, thanks a lot for making such a wonderful presentation. The video was really useful and gave me a very clear insight of how a research proposal has to be written. I shall try implementing these ideas in my RP.

Once again, I thank you for this content.

I found reading your outline on writing research proposal very beneficial. I wish there was a way of submitting my draft proposal to you guys for critiquing before I submit to the institution.

Hi Bonginkosi

Thank you for the kind words. Yes, we do provide a review service. The best starting point is to have a chat with one of our coaches here: https://gradcoach.com/book/new/ .

Hello team GRADCOACH, may God bless you so much. I was totally green in research. Am so happy for your free superb tutorials and resources. Once again thank you so much Derek and his team.

You’re welcome, Erick. Good luck with your research proposal 🙂

thank you for the information. its precise and on point.

Really a remarkable piece of writing and great source of guidance for the researchers. GOD BLESS YOU for your guidance. Regards

Thanks so much for your guidance. It is easy and comprehensive the way you explain the steps for a winning research proposal.

Thank you guys so much for the rich post. I enjoyed and learn from every word in it. My problem now is how to get into your platform wherein I can always seek help on things related to my research work ? Secondly, I wish to find out if there is a way I can send my tentative proposal to you guys for examination before I take to my supervisor Once again thanks very much for the insights

Thanks for your kind words, Desire.

If you are based in a country where Grad Coach’s paid services are available, you can book a consultation by clicking the “Book” button in the top right.

Best of luck with your studies.

May God bless you team for the wonderful work you are doing,

If I have a topic, Can I submit it to you so that you can draft a proposal for me?? As I am expecting to go for masters degree in the near future.

Thanks for your comment. We definitely cannot draft a proposal for you, as that would constitute academic misconduct. The proposal needs to be your own work. We can coach you through the process, but it needs to be your own work and your own writing.

Best of luck with your research!

I found a lot of many essential concepts from your material. it is real a road map to write a research proposal. so thanks a lot. If there is any update material on your hand on MBA please forward to me.

GradCoach is a professional website that presents support and helps for MBA student like me through the useful online information on the page and with my 1-on-1 online coaching with the amazing and professional PhD Kerryen.

Thank you Kerryen so much for the support and help 🙂

I really recommend dealing with such a reliable services provider like Gradcoah and a coach like Kerryen.

Hi, Am happy for your service and effort to help students and researchers, Please, i have been given an assignment on research for strategic development, the task one is to formulate a research proposal to support the strategic development of a business area, my issue here is how to go about it, especially the topic or title and introduction. Please, i would like to know if you could help me and how much is the charge.

This content is practical, valuable, and just great!

Thank you very much!

Hi Derek, Thank you for the valuable presentation. It is very helpful especially for beginners like me. I am just starting my PhD.

This is quite instructive and research proposal made simple. Can I have a research proposal template?

Great! Thanks for rescuing me, because I had no former knowledge in this topic. But with this piece of information, I am now secured. Thank you once more.

I enjoyed listening to your video on how to write a proposal. I think I will be able to write a winning proposal with your advice. I wish you were to be my supervisor.

Dear Derek Jansen,

Thank you for your great content. I couldn’t learn these topics in MBA, but now I learned from GradCoach. Really appreciate your efforts….

From Afghanistan!

I have got very essential inputs for startup of my dissertation proposal. Well organized properly communicated with video presentation. Thank you for the presentation.

Wow, this is absolutely amazing guys. Thank you so much for the fruitful presentation, you’ve made my research much easier.

this helps me a lot. thank you all so much for impacting in us. may god richly bless you all

How I wish I’d learn about Grad Coach earlier. I’ve been stumbling around writing and rewriting! Now I have concise clear directions on how to put this thing together. Thank you!

Fantastic!! Thank You for this very concise yet comprehensive guidance.

Even if I am poor in English I would like to thank you very much.

Thank you very much, this is very insightful.

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