1 College of business and economics CBE Annual Report 2019
College of Business and Economics | Annual Report 2019 2 01 08 15 19 03 07 2019 Highlights Overview CBE Enrolment Profile Table of Contents CBE Talent Management CBE ACAdEmiC AdministrAtion And opErAtionAl stAff 8 pErmAnEnt stAff 9 promotions 11 sArChi ChAirs 12 postdoCtorAl rEsEArCh fEllows 13 studEnt ACComplishmEnts 14 CBE Reputation distinguishEd visiting sCholArs 15 gloBAl rEputAtion 16 thE JohAnnEsBurg BusinEss sChool (JBs) 17 Common good first – digitAl story-tElling proJECt 17 CBE − a shifting BusinEss modEl 18 looking forwArd 18 CBE Teaching and Learning ovErviEw 19 progrAmmE improvEmEnts 20 studEnt suCCEss 21 2019 studEnt sAtisfACtion survEy 21 EntrEprEnEuriAl ACtion 21 uJ/rAymond ACkErmAn ACAdEmy of EntrEprEnEuriAl dEvElopmEnt 22 sErviCE lEArning 23 work-intEgrAtEd lEArning 23 studEnt voluntEEring 23 going forwArd 23
24 CBE Knowledge Generation and Dissemination ovErviEw 24 postgrAduAtE output 24 postgrAduAtE rECruitmEnt 25 improvEd knowlEdgE gEnErAtion 25 rEsEArCh thEmEs 26 AnnuAl honours postEr CompEtition 26 institutE of trAnsport And logistiCs studiEs (itls (AfriCA) 27 CEntrE for AfriCAn BusinEss (CAB) 27 CEntrE of loCAl EConomiC dEvElopmEnt (CEnlEd) 27 CEntrE for CompEtition, rEgulAtion And EConomiC dEvElopmEnt (CCrEd) 27 food EvolutionrEsEArCh lABorAtory (fErl) 27 puBliC And EnvironmEnt EConomiC rEsEArCh CEntrE (pEErC) 27 CEntrE for puBliC mAnAgEmEnt And govErnAnCE (Cpmg) 27 going forwArd 28 Johannesburg Business School 29 School of Accounting 34 School of Consumer Intelligence and Information Systems 37 School of Economics 41 School of Public Management, Governance and Public Policy 50 School of Tourism and Hospitality 54 DHET-NRF SARChI Chair in Entrepreneurship Education 58 DST/NRF South African Research Chair in Industrial Development 60 DST/NRF/Newton Fund Trilateral Research Chair in Transformative Innovation, the Fourth Industrial Revolution (4IR) and Sustainable Development 63 School of Management 45 dEpArtmEnt of BusinEss mAnAgEmEnt 46 dEpArtmEnt of finAnCE And invEstmEnt mAnAgEmEnt 47 dEpArtmEnt of industriAl psyChology And pEoplE mAnAgEmEnt 47 dEpArtmEnt of trAnsport And supply ChAin mAnAgEmEnt 48 29
College of Business and Economics | Annual Report 2019 1 2019 Highlights The CBE develops critical thinkers and problem solvers who address business, economic and societal challenges. 25 000 students 7 769 nsFAs bursAry holders 7 schools 524 stAFF members 170 quAliFicAtions 2 132 modules 5 387 grAduAtes per yeAr subsidised ug heAdcount: 15 315 non-subsidised ug heAdcount: 6 525 honours And pgdip heAdcount: 1 900 mAster’s heAdcount: 730 doctorAl cAndidAtes: 201 Magnitude Enrolment Profile Media Event Elements Stationery Contacts a Digital Media Event Elements Stationery Conta Design Elements Print Media Digital Media Event Elements Stationery Contacts Visual style 2 Design Elements Print Media Digital Media Event Elements Stationery Conta 125 proFessionAl support 43 operAtionAl 360 AcAdeme 46% designAted AcAdeme 38% non-designAted AcAdeme 16% internAtionAl AcAdeme 34% holds A doctorAte 42% holds A mAster’s 18% Are chArtered AccountAnts Staff Elements Print Media Digital Media Event Elements Stationery Contacts tyle 2 Design Elements Print Media Digital Media Event Elements Stationery C 3 845 undergrAduAtes 1 673 postgrAduAtes 180 mAster’s grAduAtes 38 doctorAl grAduAtes 8 sA blAck doctorAndi 92% itc pAss rAte Design Elements Print Media Digital Media Event Elements Stationery Contacts Visual style 2 Design Elements Print Media Digital Media Event Elements Stationery Graduates Design Ele Visual styl Des Design Elements Visual style 2 De People excellence: Attract, develop and promote the right talents and the wellness of people Teaching and learning excellence: Stre mline PQM a d curricula, integrate 4IR, and improve student success De ign Elements Print Media Digital Media Event Elements Student Progress Sustainable relationships: Improve inter- and intra- relationships, and international collab rations and partnerships 85% module success rate 13% first-year dropout rate 26% UG min time graduation rate 89% 1-year degree graduation rate 58% 3-year diploma graduation rate 66% 3-year degree graduation rate 83% min time honours graduation rate 33% min time master’s graduation rate 21% min time doctorates
2 Research excellence: Increase research output, impact and the number of NRF rated researchers r46m (4%) reseArch revenue r252m (21%) 3rd streAm revenue r922m (76%) tuition Fees And subsidies r1 220m totAl revenue r464m operAtions budget Conta Conta Design Elements Print Media Digital Media Event Elements Stationery Cont Design Elements Print Media Digital Media Event Elements Stationery Finance 427 credits submitted 66% credits From Articles 18% credits From conFerence proceedings 15% credits From books And chApters 72% listed in isi, ibss, nordic list, scielo, scopus Research Output DHET Credits 48 Postdoctoral research fellows 44 Visiting professors 33 Professors of practice 19 NRF-rated researchers 3 SARChI Chairs Centre for African Business Centre for Competition, Regulation and Economic Development Centre for Entrepreneurship Centre for Local Economic Development Centre for Public and Environment Economic Research Centre for Public Management and Governance Food Evolution Research Laboratory Institute of Transport and Logistics Studies Research Profile ements Print Media Digital Media Event Elem nts Stationery Contacts le 2 Design Elements Print Media Digital Media Eve t lements Stationery Conta sign Elements Print Media Digital Media Event Elements Station Print Media Digital Media Event Elements Stationery Contacts esign Elements Print Media Digital Media Event Elements Stationery Conta Tourism & Hospitality 1st in Africa 18th globally Marketing Management 1st in Africa Organisational Psychology 1st in south Africa Business & Management Studies 3rd in Africa Economics & Econometrics 4th in Africa Accounting & Finance 4th in Africa Global Reputation Financial sustainability: Improve efficiency and increase third-stream income or funding Stationery Contacts
College of Business and Economics | Annual Report 2019 3 The CBE contributes to reducing inequality by creating employment and economic opportunities, particularly for young people and women. Our vision is clear, we develop critical thinkers and problem solvers who address business, economic and societal challenges proF dAneel vAn lill Executive Dean: College of Business and Economics Overview Design Elements Print Media Digital Media Event Elements Stationer Visual style 2 Desig Elements Print Media Digital Media Event Elements the south african economy remains persistently weak, largely attributable to stagnant private investment and exports and declining mining and manufacturing productivity. investors’ sentiments are rather dim in the face of CoVid-19, unreliable electricity supply or unplanned load shedding. the Eskom crisis followed by CoVid-19 have exacerbated growth constraints portraying weak economic management and leadership and severe impact on smEs. on a lighter note, the imf found tha while south Africa had “undeniable, untapped economic potential”, deteriorating fiscal and debt positions, as well as difficulties in the operations of state-owned enterprises were identified as risks to economic recovery. government, notably national treasury, seems mindful of the fiscal risks. the focus is on rooting out corruption, taking a stand on sAA, addressing regulatory constraints, labour market rigidities, inefficient infrastructure, the state of education, healthcare and governance accountability in municipalities.
4 y Contacts Stationery Conta And so, 2019 saw the manoeuvring of a gaggle of political geese back into the pen of good governance. towards end 2019, we saw allocations of committed investments into impact development projects. Also, the identification of priority sectors such as manufacturing, tourism, agriculture and agro-processing, space economy and telecommunications. unfortunately, the slow pace of reform undermines business confidence – an essential ingredient to gradually build recovery of investment and consumption. Quite a formidable menu of reform. for every south african, clearly a collective mission. metaphorically, finance minister tito mboweni hit the nail on the head when introducing his 2020 mediumterm Budget Policy statement in Parliament with an aloe decorating his podium, saying, “… i brought a resilient Aloe ferox plant to the house ... this little aloe is emerging from a long winter. during that winter the ground became hard, the leaves fell from the trees and the air was bitterly cold” – to demonstrate that south Africa needed to plough the soil and plant seeds again, so that the economy could once more flourish. the uJ College of Business and Economics (CBE) has its work cut out as evidenced by the fourth Quarterly labour force survey published by statistics south africa. it was reported that south Africa ended 2019 with an unemployment rate of 29%. however, as in previous surveys, unemployment rates vary across education levels, clearly steering those with tertiary qualifications away from despair. the CBE contributes to reducing inequality by creating employment and economic opportunities, particularly for young people and women. our vision is clear: “the CBE develops critical thinkers and problem solvers who address business, economic and societal challenges”. implementation towards 2022 is monitored and evaluated against the uJ 2025 strategy and summarised in the CBE 2022 roadmap (table 1). the CBE 2019 annual Report reflects a counterdisruptive strategy built on the strengths of its school of Accounting, the Johannesburg Business school, the school of Consumer intelligence and information systems, the school of Economics, the school of Public management, governance and Public Policy, the school of tourism and hospitality and an agile academic governance force directed by thedeanery.
College of Business and Economics | Annual Report 2019 5 Table 1: CBE 2019 to 2022 Roadmap purpose objectives plAn meAsures the cbe develops criticAl thinkers And problem solvers who Address business, economic And societAl chAllenges people excellence Attract, develop and promote the right talents and the wellness of people Conduct workforce planning develop research output and impact capacity including staff qualifications optimise performance and promotions develop agile academic citizenship and leadership implement CBE wellness programmes and measurements Workforce Plan: Current and future posts increase academic staff holding doctorates by 2% p.a. increase P and aP from 17% to 25% of academic staff optimise performance management Conduct annual snapshot surveys of staff morale and wellness generate 7 nominations p.a. for prestigious awards teAching And leArning excellence streamline PQm and curricula, integrate 4ir, and improve student success Review and streamline PQm towards future-fitness by integrating CBE 2019 world Café outcomes Expand blended learning, case study teaching and online delivery implement intervention plan for pg/ug student success Pg and ug PQm and curricula aligned to the future of work Revise PQm: less is more innovative qualification articulation improve graduation rates (ug 1% and Pg 2% p.a.) implement a case study intervention/programme p.a. reseArch excellence increase research output, impact and the number of nrf rated researchers Enhance research output and impact Expand the postgraduate support experience improve research output at 0.2 units/slu p.a. to 1.50 improve impact using 2020 google bibliometrics as baseline grow visiting scholars at 5% p.a. grow nrf-rated researchers at 3 p.a. Conduct annual snapshot surveys of the pg experience sustAinAble relAtionships improve inter- and intra- relationships, and international collaborations and partnerships increase the brand identity of schools and departments improve collaboration with uJ Alumni increase the international footprint of CBE CBE and schools brand alignment and recognition annually reviewed FinAnciAl sustAinAbility improve efficiency and increase third-stream income or funding grow reserve funds Enhance third-stream revenue (5% above inflation) increase intra- and inter- school collaboration lower overheads and improve stakeholder with technology generate at least 15% net profit in third stream grow third-stream revenue by 10% p.a. optimise tuition revenue (cost of programmes) optimise subsidy revenue (throughput) improve administrative efficiencies
6 College leader Team the CBE community progresses by using technology to educate more people than ever before in business and economics. We impact by generating knowledge, adding value to learning, and teaching how to be better informed, to be healthier, to be safer, to behave better, to connect, and to learn faster. in so doing, we ensure that the ‘black box’ is not as mysterious as first feared. the past year saw the CBE substantially extending its global scholarly network and concentrating investments into greenfield projects capable of expanding the economy and creating more jobs for unemployed south africans among whom a staggering 60% are unemployed youths. We integrate the fourth industrial revolution (4ir) into our teaching, learning and research agenda to equip our graduates with a working knowledge of the future of manufacturing, geopolitics and economic trade wars, as well as the ability to navigate systems for growth spots that can assist with growing national wealth. in the following we report on highlights and key trends from the College’s activities during 2019 with input and output variables summarised in table 2.
College of Business and Economics | Annual Report 2019 7 CBE Enrolment Profile CBE’s subsidised undergraduate (ug) headcount enrolment decreased, largely in accordance with institutional enrolment planning, by a headcount of 1 546, from 16 861 in 2017 to 15 315 in 2019 (-9%). this provided two opportunities. first, to attract first years from poorly resourced schools (27% of our students are from Quintile 1 and 2 schools) with a better secondary school performance (the proportion of first years with an admission Point score of at least 35 improved steadily to 39%). second, to grow our non-subsidised undergraduate headcount enrolment in Continuing Education programmes (CEps) from 5 664 in 2017 to 6 525 in 2019 (+15%). CBE’s pg headcount enrolment was stabilised from 2017 to 2019, according to supervision capacity, at about 2 800 enrolments, with Pg enrolment below master’s level at a headcount of 1 900 students and master’s enrolment at 730 students. our focus on increasing doctoral enrolment resulted in an increase from 169 to 201 candidates by 2019. Our focus on increasing doctoral enrolment resulted in an increase from 169 to 201 candidates by 2019. Design Elements Print Media Digital Media Event Elements Stationery Contacts Visual style 2 Design Elements Print Media Digital Media Event Elements Stationery Conta Design Elements Print Media Digital Media Event Elements Stationery Contacts Design Elements Print Media Digital Media Event Elements Stationery Conta cbe’s subsidised undergrAduAtes Focus on increAsing doctorAl enrolment 16 861 169 15 315 201 Headcount enrolment decreased Resulted in an increase 2017 2019 -9% +19% overAll totAl heAdcount diFFerence overAll totAl heAdcount diFFerence From From to to Design Ele Visual style
8 CBE Talent Management cbe AcAdemic AdministrAtion And operAtionAl stAFF CBE Academic Administrators and Professional Support Staff Members The CBE administration renders a one-stop service to some 25 000 registered students on three different UJ campuses ements Print Media Digital Media Event Elements Stationery Contacts e 2 Design Elements Print Media Digital Media Event Elements Stationery Conta the College would not function without its 125 committed, hardworking professional administrators and 43 operational staff members who take a broad view of the university, the College and our students’ best interests. the CBE administration renders a one-stop service to some 25 000 registered students on three different uJ campuses and external to uJ, ranging from certificate up to doctorate level. this represents 42% of the university’s residential student population. this foremost responsibility is divided between two CBE heads of College administration, maria motaung and elmarie vermeulen. in 2019, both have achieved the highest performance ratings of heads of Administration across uJ. Congratulations to them and their team consisting of eight senior college officers, t n college officers and eight administrative assistants.
College of Business and Economics | Annual Report 2019 9 CBE Professors Forum permAnent stAFF the CBE consists of 528 members of staff of whom 360 are academic staff, 125 administrators and 43 in operations. among the academic staff, 7% are assistant lecturers, 41% lecturers, 32% senior lecturers, 12% associate professors and 8% professors. some 52% of our academic staff are women with 8% in the professoriate compared to an 11% male presence. academic staff include 46% academics from designated groups and 16% internationally recruited academics, mostly of african origin. some 34% of academic staff hold doctorates, 42% of academic staff hold master’s degrees, and 20% are Cas. A total of 71 academics participated in the Accelerated Academic mentorship programme, of whom 46 (65%) are from designated groups and 37 (52%) women. Enriching the CBE with talented academics and practitioners, administrative and support staff alike, is the Dean’s priority. dr Bulelwa maphela, dr roelien Brink, dr isolde lubbe, dr Beate stiehler-mulder and dr hema kesa were selected to participate in the uJ women’s leadership development programme 2019/2020. CBE OutFIT Project - Support a Young Women in Business and Leadership
10 Table 2: CBE 2019 performance snapshot input 2017 2018 2019 trend output 2017 2018 2019 trend enrolment proFile grAduAte output total subsidised enrolment 19 737 19 077 18 169 -784 total graduate output (n) 5 297 5 251 5 348 26 ug enrolment 22 525 22 132 21 840 -343 ug output 3 865 4 030 3 854 -6 subsidised diplomas 6 773 6 393 6 110 -332 pg output 1 756 1 817 1 673 -42 subsidised degrees 10 088 9 756 9 205 -442 pg below m (honours) 1 200 1 166 1 075 -63 non-subsidised 5 664 5 983 6 525 431 pg below m (pg diploma) 370 460 380 5 pg enrolment 2 876 2 928 2 854 -11 master’s graduates 163 160 180 9 pg below m (honours) 1 259 1 070 1 103 -78 doctoral graduates 23 31 38 8 pg below m (pg diploma) 713 926 769 28 sA black doctorands 8 8 8 0 master’s headcount 735 731 752 9 workload doctoral headcount 169 201 230 31 ug per senior lecturer unit 54 50 47 -3 international enrolment 1 142 1 404 1 388 123 pg per senior lecturer unit 9 9 9 0 international ug 906 1 046 1 045 70 student progress international pg 236 358 343 54 undergraduate performance Undergraduate profile module success rate 85% 85% 85% 0% Q1 and Q2 schools 37% 36% 39% 1% first-year dropout rate 15% 14% 13% -1% aPs ≥35 0 0 0 0 ug graduation rate 23% 25% 26% 2% nsfas bursary holders 2 089 4 588 7 769 2 840 % of uJ top achievers 52% 54% 54% 1% tAlent mAnAgement graduation rates Staff members 484 521 528 22 one-year degree 82% 85% 89% 3% academic staff members 339 344 360 11 three-year diploma 55% 56% 58% 1% - professors 29 27 27 -1 three-year degree 66% 64% 66% 0% - Associate professors 30 35 44 7 honours degree 79% 77% 83% 2% - senior lecturers 125 115 114 -6 master’s degree 39% 43% 33% -3% - lecturers 145 146 149 2 doctorates 21% 30% 21% 0% - Assistant lecturers 10 21 26 8 undergraduates per slu 12 13 12 0 Administrators 94 125 125 16 master’s + doctorates per slu 1 1 1 0 operations 51 52 43 -4 reseArch output Staff profile dhet publication credits 285 286 440 78 senior lecturer units 315 321 328 7 Articles 201 195 294 47 women academics 51% 50% 52% 1% Conference proceedings 44 56 80 18 professoriate 17% 16% 20% 1% Books and chapters 40 35 66 13 women in the professoriate 5% 6% 8% 2% output per senior lecturer unit 0.90 0.89 1.34 0.22 Academics (designated) 45% 46% 46% 1% nrf-rated researchers 14 17 19 3 Academics (non-designated) 42% 40% 38% -2% visiting professors 11 18 44 17 Academics (international) 12% 14% 16% 2% professors of practice 6 10 33 14 Academics with a doctorate (n) 98 114 121 12 research income (rm) R28 r46 18 Academics with a master’s (n) 170 150 150 -10 total (rm) r56 r93 r37 Chartered Accountants (n) 66 66 66 0 research (rm) r21 R28 r46 r13 budget other sources (rm) r196 r225 r212 R8 operations budget (rm) r314 r352 r464 r75 total (rm) r217 r253 r259 r21
College of Business and Economics | Annual Report 2019 11 to senior lecturer: 1. dr talent Zwane 2. dr Chris schachtebeck to AssociAte proFessor: 3. prof Abejide Ade-ibijola 4. prof Carolina henn 5. prof milena ivanovic 6. prof daniel maduko 7. prof Brandon morgan 8. Prof marina Bornman 9. prof peter Bauer 10. Prof madelyn geldenhuys 11. Prof monique Keevy to Full proFessor: 12. Prof Kelvin Bwalya 13. prof Erika kraemer-mbula A total of 13 academic staff members were promoted in 2019. promotions 11 10 13 12 1 2 4 9 8 6 7 5 3
12 2 1 3 4 9 8 6 7 5 Prof Fiona Tregenna sArchi chAirs prof fiona tregenna holds the saRChi Chair: industrial development at tier 1. prof Erika kraemer-mbula holds the Africa-uk trilateral sArChi Chair, notably at tier 1. this saRChi Chair resulted from a partnership between the university of Johannesburg, the university of sussex and the african Centre for technology studies (aCts), Kenya. prof Cecile nieuwenhuizen holds the sArChi Chair in Entrepreneurship Education at tier 2. Prof Erika Kraemer-Mbula Prof Cecile Nieuwenhuizen In 2019, the number of National Research Foundation (NRF) rated researchers increased by 2 to a total of 19. 1. dr JK giddy 2. dr mi raborife 3. prof Abejide Ade-ibijola 4. prof Bd simo-kengne 5. prof C marnewick 6. Prof C.f. de meyer 7. prof Carin hill 8. Prof Cm Rogerson 9. prof d nel 10. prof fm tregenna 11. prof francl Adekambi 12. prof g verhoef 13. prof J dikgang 14. prof Jh Eita 15. prof Jm rogerson 16. prof Jw muteba mwamba 17. prof kn njenga 18. Prof lg White 19. prof s roberts 12 10 11 19 15 13 16 18 17 14
College of Business and Economics | Annual Report 2019 13 2 4 8 6 1 5 7 3 postdoctorAl reseArch Fellows in addition, the number of postdoctoral research fellow appointments increased from 27 to 48 in 2019. stAFF Accomplishments CBE staff are internationally and locally visible by being elected on to the boards of learned societies, being appointed as visiting professors at global universities, giving keynote presentations at international conferences, securing notable international conferences for south Africa, and hosting conferences that brought leading experts together for dialogue and networking. president ramaphosa has appointed prof fiona tregenna (1) as a member of the presidential Economic advisory Council. the Council, chaired by the President, is made up of international and national experts advising on economic policy. Prof amanda dempsey (2) (senior director: school of accounting) was elected to the Education advisory Committee of the pan-African federation of Accountants. prof Carl marnewick (3) (department of Applied information systems, CBE school of Consumer intelligence and information management) was elected to the European academy of management Board from 2019 to 2022. prof Johane dikgang (4) (school of Economics) was announced as the water research Commission top achiever: Knowledge tree awardee in the category transformation and redress. three CBE academics have received vC distinguished Awards in 2019. prof tankiso moloi (5) (school of accounting) was recognised as the most promising young researcher of the year. Prof ade-ibijola (6) and Prof dr marius wait (7) (both from the school of Consumer intelligence and information systems) were recognised as innovators of the year. two of the three university-based members of the sa Competition tribunal are now from the uJ CBE, namely dr thando Vilakazi (8) (director of the Centre for Competition, regulation and Economic development) and prof fiona tregenna (1) (dst/nrf south African research Chair in industrial development). the school of tourism and hospitality has made history, climbing to the 18th position in the global shanghai subject rankings and becoming the first of its kind to be graded as a four-star events facility by the tourism grading Council of south Africa. the sth has also celebrated its 50th birthday and raised R2 million from alumni in support of teaching and learning. Design Elements Visual style 2
14 student Accomplishments 2 4 1 5 3 the technopreneurship Centre student team has secured the overall Best innovation Award at the #living4irhack – hackathon of the national department of Communications and digital technologies (dCdt). the aim of the project is to provide a platform for innovators to showcase 4ir solutions that benefit the masses. Enactus uJ CBE came first in the harmony Business solutions for Community development Enactus Award. Enactus uJ is a CBE student organisation promoting entrepreneurship by turning what they have been taught into practice through community service learning. it is a student-led organisation with membership open to all uJ students. the Enactus uJ school entrepreneurship project called ivalue Entrepreneurship involves four schools in diepsloot and over the past six years had focused on grade 10 learners from child-headed families without income. James Chang (1) (pgdip financial management) in the school of accounting is a top 10 finalist in the CimA Emerging leaders Competition. gradstar recognises the top 100 sA students on leadership qualities and workplace readiness. all varsity careers centres from across the country are contacted to market the gradstar programme to their students, ensuring representation from across the country and from all disciplines. Chanté van tonder (2( (department of Business management) is the awardee of a nuffiC doctoral scholarship. she will be supervised by Prof Cecile nieuwenhuizen (dhEt- nrf sArChi Chair in Entrepreneurship Education), prof Bart Bossink (professor of science, Business and innovation; vrije universiteit Amsterdam) and dr Chris schachtebeck (department of Business management). Judith kipa (3) (school of Accounting, department of accountancy) was announced as the no 1 candidate in the sAit tax professional itC Assessment 2019. natalia Kopylova (4), a Phd candidate supervised by Prof talita greyling in the school of Economics, received an Educational travel grant from the international society for Quality-of-life studies. Zanele phakathi (5) was selected as a miss sA 2019 finalist. saiCa 2019 results reconfirm uJ as the leader in transforming the Accounting profession with 241 students having passed the exam. student team ‘visionaries’ from the department of finance and investment management and the department of Commercial Accounting secured the challenging Cfo Case study Competition 2019. this is an annual, open-entry, and global, multi-stage business strategy and leadership-focused case study competition, organised by the CharterQuest institute south Africa. the student team from the department of finance and investment management are among the top 4 sa university teams competing in the final of the 2019 local university Research Challenge at the JsE on 9 october 2019. CBE students, too, have again made their mark both locally and nationally. Print Media Digital Media Event Elements Stationery Contacts Design Elements Print M dia Digit l Media Event Elements Stationery
College of Business and Economics | Annual Report 2019 15 CBE Reputation distinguished visiting scholArs 2 6 4 8 1 5 9 3 7 In the course of 2019, 9 distinguished visiting professors added substantial weight to producing and disseminating knowledge and best practice. these scholars are Prof arnold Bakker (1): (Erasmus university of Rotterdam, Work and organisational Psychology), Prof Eva demerouti (2): (Eindhoven university of technology, organisational Behaviour and human decision making), Prof naresh malhotra (3): (georgia institute of technology, marketing Research and Consumer Behaviour), Prof Jarkko saarinen (4): (university oulu, sustainability management), prof howard thomas (5): (singapore management university, strategic management), prof thomas Baum (6): (strathclyde university, Work, Employment and organisation), prof stephano ponte (7): (Copenhagen Business school, transnational Economic and Environmental governance), prof frank Riedel (8): (university of Bielefeld, mathematics and Economics) and prof ulrich schmidt (9): (university of Kiel, Experimental Economics social Policy decision theory and financial markets). the CBE also appointed 19 visiting professors, seven visiting associate professors and 135 research associates. an important development in bridging theory and practice was the appointment of 23 professors of practice in various economic and business sectors, three professors of practice specialising in 4ir and seven associate professors of practice. Eminent executive business leaders were appointed as professors of practice, for example: Vassi naidoo (Chairperson of nedbank and past CEo of deloitte), Bobby godsell (former CEo of south african gold mining company anglogold ashanti), michael honiball (director: tax, Werksmans attorneys), dr Pali lehohla (former statisticiangeneral of south Africa), Brand pretorius (retired chief executive of mcCarthy limited), ajen sita (EY Regional managing Partner), dr melanie van Rooy (dis-Chem Pharmacies, group marketing director), hannah tsadik (director of global Policy at the life & Peace institute), dr miriam altman (head of strategy: telkom group), steve Cinelli (seasoned banker, fintech executive, founder growth group), Prof Christian adendorff (Professor in future studies, Commerce, Entrepreneurship and developmental Economics) and Bonang mohale (CEo of Business leadership south Africa). Design Elements Print Media Digital Media Event Elements Station Visual style 2 Design Elements Print Media Digital Media Event Elements
16 globAl reputAtion the CBE global footprint grows steadily. the CBE made its debut in the 2019 times higher Education (thE) Business & Economics subject rankings, being ranked among the top 500 worldwide in the 401-500 band for Business and management studies, as well as Econometrics, and Accounting and finance. this is the first time that we have qualified for thE rankings the Qs (Quacquarelli symonds) World university Rankings rate CBE disciplines among the three to four top south African universities. in the continent, we are first in marketing management research, third in Business and management studies, third in Economics and Econometrics, and fourth in Accounting and finance. in 2019, the school of Accounting contributed the largest number of successful candidates to pass the sAiCA itC exams and the highest number of black candidates. the CBE maintained active relationships with around 20 African institutions, ranging from universities to municipalities and government departments, with a focus on Ethiopia, ghana, Kenya, nigeria, Rwanda, senegal, somalia, tanzania and uganda. in 2019, shAnghAi globAl rAnking oF AcAdemic subjects 2019 rAnked the cbe First in the Field oF tourism And hospitAlity in AFricA And eighteenth world-wide. nery Contacts Stationery Conta
College of Business and Economics | Annual Report 2019 17 common good First – digitAl story-telling project the johAnnesburg business school (jbs) the JBs, directed by Prof lyal White, is purposed to be a pan-African Business school with a global mindset, preparing people and organisations to be future fit, through innovation and purpose in society at large. the newly established JBs is steadily growing into one of the big five south african business schools towards 2024. in meeting this growth target, the JBs will introduce the uJ mBA in 2020 and has launched an excellent recruitment strategy. the JBs has also hosted a range of executive education programmes themed on 4ir and a range of customised corporate programmes. the Centre for African Business was established within the JBs and contributes to CBE teaching and learning south Africa’s voiceless communities can now tell their own stories with the support of our Common good first – digital story-telling Project, in partnership with nelson mandela university. the first digital lab was launched in port Elizabeth; uJ’s satellite lab has been set up on the soweto Campus. CBE staff involved in the project are ms adelaide sheik, ms Joyce sibeko and dr Chris schachtebeck. the digital story-telling Project was conceptualised to grow the emerging south African social innovation sector, by creating a digital network – known as Common good first – to capture and showcase social impact projects in south Africa, connecting them to one another, academics and hEis around the world. it provides an online directory of innovative social projects for learning and teaching, as well as offering opportunities for community engagement to students in south Africa and the European union (Eu). in so doing, it also addresses the issue of the ‘digital divide’, as identified by the country’s national development Plan 2030, by supporting the growth of eskills among community groups. innovative digital storytelling modules will be codesigned and taught by young people in our partner hEis and in community projects. modules in digital storytelling created for both student engagement with the wider community, and community projects themselves, will be rolled out in mobile labs, focusing on rural, peri-urban and urban locations.
18 Design Elements Print Media Digital Media Event Elemen Visual style 2 Design Elements Print Media Digital Media looking ForwArd overall, the CBE has progressed well in 2019. underpinning the mindset of all the staff in the College is the theme of connectedness, of productive and active interdisciplinary connections within the College, as well as a vast set of continental and international connections, to ensure that globally, the uJ College of Business and Economics is top of mind and top of class. looking forward, analysis of the CBE value chain reveals that there is still much work to be done to realise the ambitions of our country and our continent. • in terms of talent management, we need to strengthen our partnership with our students in finding ways to improve student retention and graduation in minimum time. Also, increase the involvement of excellent global visiting scholars and nominate more members of staff and CBE stakeholders for prestigious awards. • in building scholarly capacity, we need to work harder at building our financial reserves as a source of capital to fund greenfield projects and the attraction of full professors. here, the evolving role of the CBE professoriate in attracting external funding is emphasised. • Even though the teaching and learning portfolio is doing fine, a great deal of rethinking and imagination is required to maintain momentum in building a streamlined programme qualification mix at both undergraduate and postgraduate levels. • the research portfolio needs to improve on overall academic productivity, notably the weak state of master’s and doctoral graduation rates and driving intangible value add in the course of master’s and doctoral studies. finally, a far better relationship should be established with postgraduate alumni to boost employment opportunities for undergraduates, to mentor new members of academic staff and to create more bursary opportunities through crowd funding. We are confident that the CBE, with the collaboration of all role-players across the private and public sectors, as well as civil society, will help to turn business into a powerful engine that drives our economy forward. we express our deep appreciation for individual and collective commitment to our future impact. CBE − a Shifting BUSinESS modEl in 2019, the CBE generated r252 million in third-stream revenue, showing a substantial shift in strategic revenue generation. About r46 million of this source of revenue was derived from research-based funding, including contract research, nrf-funding, publication subsidies, and urC grants. the remaining R212 million consisted mostly of income from CEPs (55%), donations (17%), public sales (5%) and online tuition (2%). A critical success factor in delivering non-subsidised academic programmes is productive three-party agreements. these typically involve uJ, a multinational or parastatal, and a global partner. for example, the partnership between the department of transport and supply Chain management, transnet, and the glasgow Caledonian university is delivering a Bsc in Railway operations. Partnerships also led to consistent delivery of excellent learning products and services, as well as well-planned articulation into diploma and degree programmes
College of Business and Economics | Annual Report 2019 19 proF sivAn chetty Vice-Dean: Teaching and Learning proF mAritA pietersen CBE Head: Quality Assurance overview CBE teaching and learning is overseen by Prof sivan Chetty, Vice-dean: teaching and learning, supported by Prof marita Pietersen, CBE head: Quality assurance. the year 2019 presented an opportunity for much contemplation and conversation. the move towards increased nationalism and protectionist economic policies in major economies, the wave of political protests across the globe, heightened environmental concerns, and the impetus in technological advancement associated with the fourth industrial Revolution (4iR) are some key issues that have occupied academic thought and discourse in 2019. given the extent to which shifting global realities impact business and economies, it is of vital importance that the CBE remains relevant in its core business of developing human capital that keeps pace with the changing world of work. following a period of administrative transition in 2017/2018, the CBE set itself firmly on a path of critical reflection and academic transformation in 2019. this, in the context of teaching and learning, involves questions regarding the CBE’s academic staff capacity for teaching for a 4iR-driven economy; the attributes of CBE graduates in terms of relevance, scope and level; and its programme and qualification mix (PQm) in terms of appropriateness, scope and depth. The need for cognitive flexibility, digitisationrelated skills, enterprise agility and key behavioural skills were identified as important areas of knowledge and skills development at a CBE World Café Workshop held on August 2019. CBE Teaching and Learning
20 Amendments were grounded on the cbe philosophy thAt our grAduAtes require An intellectuAl compAss to Find their wAy through the mAze oF technologicAl developments chAnging the world oF work. the CBE schools and departments have continued to actively engage their programme offerings and have made, to varying extents, several changes in terms of content and delivery. Various opportunities for staff development were also provided at College and school/ departmental levels. the CBE’s mix of delivery modes is also changing steadily with the development and offering of fully online programmes and the move towards a more blended form of teaching and learning for contact-based programmes. in 2019, the CBE offered about 142 subsidised academic programmes, comprising 45 undergraduate and 97 postgraduate qualifications respectively, to just over 18 000 students, spread across 12 academic departments across three campuses, with a total of about 360 academic staff members. the extensive offering of continuing education programmes to about 6 500 students provides an additional indication of the extent to which the CBE caters for industry needs. progrAmme improvements Curriculum renewal and the development of new offerings in the postgraduate environment have resulted in a rich mix of honours, postgraduate diplomas, master’s and doctoral programmes that promote knowledge production and awareness in critical areas of society and the economy. in reimagining CBE impact, access to our best programmes was widened at the bottom of our educational pyramid (higher Education Qualifications framework level 5) through a well-designed and sensibly articulated system into levels 6 to 7. major shifts in the college business model, framed by the impact of the fourth industrial revolution, are accomplished through enrolment planning and the application of technology in teaching and learning. in addition, informed curriculum amendments have been made to various modules in a range of programmes, to consider technological advancements. amendments were grounded on the CBE philosophy that our graduates require an intellectual compass to find their way through the maze of technological developments changing the world of work. Key questions considered are: • how can we develop a fine-tuned intellectual compass in the heads (thinking), hearts (behaviour) and hands (skills) of undergraduates? • how can we streamline our current 39 undergraduate programmes housing 16 000 students so that academics and administrators alike can free up time to think and innovate? • What does a future-fit diploma, advanced diploma, bachelor’s degree and a BCom degree look like? in finding answers, the CBE has capitalised on the wisdom derived from the CBE collective using world Café methodology – a structured conversational process – in August 2019 in which just over a 100 academics participated. the result was a clear view on four outcomes associated with a CBE qualification, namely constructive behavioural skills, cognitive flexibility, interpreting the impact of digitisation on humanity and work, as well as the interpretation of enterprise agility.
College of Business and Economics | Annual Report 2019 21 this was partly achieved as a result of continuous programme reviews; the CBE Programme Qualification mix (PQm) responds dynamically to the complex and evolving world of business and economics. factors such as the need for economic and environmental sustainability, the fourth industrial Revolution and decoloniality are of critical importance in determining the nature and scope of our PQm. in 2019, eight CBE subsidised programmes were part of a pilot project on a proposed new quality review framework. several short learning programmes in the Centre for Competition regulation and Economic development (CCrEd) were reviewed in 2019. At the same time, several programmes in online and contact modes, ranging from higher certificates to master’s degree offerings, were submitted for accreditation in 2018. some 30 CBE programmes are accredited by international institutions. Ten programmes received accreditation from the Council on Higher Education (CHE), and ten were registered by the South African Qualifications Authority (SAQA) in 2019. Event Elements Stationery Contacts Digital Media Event Elements Stationery Conta student success the ug module success rate, from 2017 to 2019, has remained constant at 85%. over the same period, the first-year dropout rate decreased from 15% to 13%, while the ug graduation ra e improved from 22% to 26%. internal efficiency has clearly improved. major drivers were the R16 million per year invested in CBE staff training on the effective use of Blackboard software, the first year seminar, a peer mentoring programme, substantial tutoring, and intensive revision sessions. Apart from innovative and relevant curricula, the CBE prepares students for the world of work by actively engaging students to reflect on their learning through practical assignments, collaborative projects, case studies, and various forms of service and work-integrated learning. various enrichment opportunities are also provided to develop critical thinking skills, leadership, entrepreneurship and active citizenship. in response to the #feesmustfall Campaign, the College has contributed over r15 million to the uJ drive in support of the missing middle (students above the national student financial Aid scheme (nsfAs) threshold, but for whom university education is unaffordable). Employer engagement is essential to ensure the academic relevance of college programmes. College initiatives are especially aimed at exposing our students to prospective employers or opportunities for selfemployment. our sincere appreciation to the private and public sector organisations for their generous contribution of opportunities to enrich our students. 2019 student sAtisFAction survey in 2019, CBE students expressed a higher level of satisfaction than in previous years in all items pertaining to lecturers’ support. entrepreneuriAl Action Enactus uJ, a student organisation that promotes community service learning, continued as the CBE major mode of community engagement. five start-ups, through uJCE interventions, represented uJ at slush 2019 in helsinki, finland (https://www.slush.org/). the school of Consumer intelligence and information systems collaborated with the direct selling association in 2019 to provide final-year undergraduate students with selling experience. this project resulted in sales worth R3 million, with 405 students benefitting R750 000 in commission. the school of public management, governance and Public Policy promotes community service learning as a major mode of community engagement, nationally in the local government sector, and internationally with an international community service student programme in cooperation with un humanitarian affairs. the uJ Centre for Entrepreneurship, led by machaka mosehana, housed the uJ/Raymond ackerman academy of Entrepreneurial development. this partnership is now celebrating its eighth year. this once-in-a-lifetime opportunity comes at minimal cost to students. Raymond Ackerman, patron of this initiative, conferred 120 certificates in 2019.
22 uj/rAymond AckermAn AcAdemy oF entrepreneuriAl development Dr Raymond Ackerman in 2009, the Centre for Entrepreneurship entered into a partnership with the Raymond ackerman foundation (Raf) to assist township-based youth (18-35 years) from underprivileged backgrounds to access employment, entrepreneurship and/or academic opportunities designed to help them participate meaningfully in the mainstream economy, thereby creating sustainable livelihoods. the core mandate of the partnership is to develop a culture of entrepreneurship among south african youth through a programme known as the Raymond ackerman academy of Entrepreneurial development (Raa-Ed). the Raa-Ed programme, offered at the university of Johannesburg soweto Campus, is a six-month programme pegged at nQf level 4, which comprises innovation, problem solving and business development which graduated learners from idea phase to business start-up. the programme is complemented by an additional twelve months of structured mentorship to help learners translate in-class learning into practical application in respective start-ups. since inception, the partnership has supported approximately 500 township youth based in greater Johannesburg metropolitan. in 2019, the partnership supported and successfully graduated 60 learners. of the 60 learners, 30 leaners started their own businesses, which are seed funded by the Raymond ackerman foundation. dr rAymond AckermAn, Founder oF the rAymond AckermAn FoundAtion, hAs included the rAA-ed progrAmme in his will As A legAcy progrAmme.
College of Business and Economics | Annual Report 2019 23 In-house, over 250 senior students volunteered and were trained to support first-year students. service leArning Collaborative service learning was experienced by students who leveraged the benefits of the flipped classroom and blended learning. students worked in multicultural teams and shared their experiences to find solutions to the problems experienced by cooperatives. work-integrAted leArning work-integrated learning continued to be a strategic strength of diploma programmes, with all undergraduates attending career preparedness workshops offered by the university counselling services (PsyCad). student volunteering student volunteering in support of communities flourished with projects such as blanket knitting, the ‘tops and tags’ initiative in collaboration with interwaste Environmental solutions, online marketing campaigns in collaboration with the faculty of Engineering and the Built Environment, and business plans for ngos. in-house, over 250 senior students volunteered and were trained to support first-year students. students in the school of public management, governance and Public Policy contributed to ten volunteering projects in 2018 in terms of community engagement initiatives carried out by students focusing on the sustainable development goals. going ForwArd notwithstanding the richness in diversity of the CBE’s PQm, there is a need for one which is more streamlined, coherent, manageable and clearly aligned with the academic purpose and focus of the College. to this end, a conversation has begun on reviewing the CBE’s PQm. the aim would be to bring about more flexibility and openness in terms of both structure and content, thereby allowing scope for customisation, ease of articulation, greater relevance and contextualisation, inter-disciplinarily, and innovation. it is expected that this would take in the order of two to three years to accomplish. Every Accomplishment Starts with the Decision toTry
24 CBE Knowledge Generation and Dissemination 2019 Cum Laude Master’s and Doctoral Graduates with Supervisors) proF kelvin bwAlyA Vice-Dean: Research, Innovation and Internationalisation overview postgraduate enrolment and research output serve as pull factors in the CBE strategy. Vice-dean, Prof Kelvin Bwalya, leads the CBE Research and internationalisation portfolio. the CBE higher degrees Committee has tightened postgraduate governance in terms of more rigorous selection and supervision practices, as well as student monitoring and support measures. with the changing funding models in research funding and increased expectance for impact research, the CBE is positioning itself to retain research excellence going forward. the current environment entails that there is increased need for research innovation and adaptation. with the world facing greater challenges, such as the Covid-19 pandemic, there is increased reliance on quality and impactful research throughout the whole socioeconomic value chains. As a result, the CBE has now extended its cadre of researchers to include talented postgraduate students, increased cohort of postdoctoral research fellows (pdrfs), increased national and international collaborators, and all supervisors and lecturers. the 2019 research output was 25% more than for 2018. Research quality has continuously improved with more than 75% of CBE research outputs appearing in high-impact journals. overall, there is increased research capacity in the CBE considering that more than 13 academics completed their doctoral degrees in 2019. postgrAduAte output in 2019, the CBE conferred 1 673 postgraduate qualifications, among which were 380 postgraduate diplomas, 1 075 honours degrees, 180 master’s degrees and 38 doctorates.www.uj.ac.za