Business Ethics and Corporate Social Responsibility



071755Doctoral of Business Leadership qualificationResearch focus areas for 2020020000Doctoral of Business Leadership qualificationResearch focus areas for 2020Admission requirements for Doctoral of Business Leadership qualificationGraduate School of Business LeadershipIntroductionFollowing Senate’s decisions of 13 March 2013 on selection criteria for Master’s and Doctoral Degrees, this document provides the selection criteria applicable to the Doctoral in Business Leadership (DBL) qualification offered by Graduate School of Business Leadership (SBL). These selection criteria consist of:the entrance requirements for students in the Graduate School of Business Leadership (in order to ensure that the quality of incoming students is as such that they have an optimal chance of completing their qualifications)the capacity of the School to provide postgraduate supervision in specific areas of research specialisation.The philosophy underlying the selection criteriaThe SBL recognises that the opportunity to increase the rate of student through-put in DBL studies begins with the selection and admission process. Recruiting talented candidates from diverse background with the potential to succeed requires a process that will attract those that are likely to thrive within the business school culture. A ‘fit’ or ‘match’ between the potential candidate’s research interest and supervisors’ expertise is also a key requirement. The selection criteria for DBL candidates are thus founded on the following two pillars:A transparent, fair, realistic and academically well-founded admission procedureCreating a good fit between DBL candidate’s research interest and the supervisor’s expertiseIn line with UNISA practice, the SBL is convinced that the number of Doctoral registrations should be informed by the availability of suitable supervisors to ensure that available supervisory capacity is not exceeded. Since we receive over 300 applications per year, our capacity is capped at 50 new DBL candidates per year. This will maintain supervisor/student ratios that would be conducive to high-quality results. Currently, SBL implements various interventions to improve internal capacity for supervision in order to plan for growth. In addition, SBL has embarked on a process to identify what the school has to offer in terms of high level research expertise and supervision capacity. The focus in SBL is to increase the number of DBL registrations in key research areas in line with current research flagship projects as well as supervisors’ areas of specialisation. The SBL offers a Doctoral of Business Leadership and therefore studies should be differentiated from other colleges through topics focussing on Leadership.This process:assists the matching between prospective DBL candidates and its own capacity, prior to admitting a candidatesuggests future prospects, if applicable, for candidates who are not accommodated or are not admittedProposed selection criteria for Doctoral studies in SBLThe DBL programme has been structured to guide and support selected students to make a significant contribution to business and leadership studies. The DBL takes 2‐6 years to complete. In the first year, the DBL candidates have to attend the compulsory Research Proposal Workshops. The outcome of the research module is an approved research proposal within one academic year. After the research module has been approved, candidates are officially registered for the thesis.The admission criteria for the Doctoral programme at the SBL are informed by section 37 of the Higher Education Act 101 of 1997 (as amended), which states the following:37. Admission to public higher education institutions(1)Subject to this Act, the council of a public higher education institution, after consulting the senate of the public higher education institution, determines the admission policy of the public higher education institution.(2)The council must publish the admission policy and make it available on request.(3)The admission policy of a public higher education institution must provide appropriate measures for the redress of past inequalities and may not unfairly discriminate in any way.(4)Subject to this Act, the council may, with the approval of the senate—(a)determine entrance requirements in respect of particular higher education programmes;(b)determine the number of students who may be admitted for a particular higher education programme and the manner of their selection;(c)determine the minimum requirements for re-admission to study at the public higher education institution concerned; and(d)refuse re-admission to a student who fails to satisfy such minimum requirements for re-admission.The SBL acknowledges the importance of the italicised phrase in subsection (3) above and will consequently adopt a very flexible approach regarding admission to doctoral studies. Responsible, feasible, flexible and transparent selection criteria will promote proper and effective management of postgraduate students in the Graduate School of Business Leadership and for this reason, the selection criteria identified by the SBL aim to foster inclusivity instead of being too prescriptive and exclusionary.Admission criteria for the DBL degree:A student:Must hold a three-year Bachelor's degree with 360 SAQA credits and an MBL or MBA, or equivalent Management or Leadership degree from an approved tertiary institution. Relevant working experience will be an added advantage;Could be requested by the Graduate School of Business Leadership (SBL) to pass one or more departmental examinations or to complete additional MBL or MBA modules if deemed necessary;Must submit a 2,500 word research outline (in line with the requirements listed below), original certified copies of academic records as well as a Curriculum Vitae;Has to apply for admission using the Unisa online application system.Prospective DBL candidates will be considered for admission to the respective research focus areas in the in the School. The initial selection of candidates for Doctoral studies will be done through the assessment of the research outline (maximum of 2,500 words) describing the following:TopicDescription of the problem to be addressedLiterature review indicating the gap in literature and the possible contribution to new knowledgeSignificance and impact of the desired outcome locally, or on the continent and/or globallyList of references (using the Harvard referencing method) of recent, e.g. past five years, scholarly sources and seminal authors.The following criteria will be applied equally to assess the research outline:Academic merit: Quality in terms of originality, significance, rigour and impacts in terms of reach and significance.Evidence of higher order thinking: The candidate’s skills and abilities in analysing, synthesising, applying, and evaluating information.Writing skills: The extent to which the outline conveys coherent and well-developed arguments that are supported with relevant, detailed and convincing evidence; the logical sequence of paragraphs with content-based transitions; the use of appropriate diction and tone, constructively varied sentence structures, and the use of correct grammar, punctuation, spelling and syntax.Academic and professional experience: Strengths and relevance relative to the candidate’s opportunities (impact).To prepare the outline the SBL proposes the following course of action to the candidate:Read scholarly articles based on the problem to be researched for at least a year before applying for a DBLAcquire and study Acquire the text book “Stepping stones to achieving your doctorate” by Trafford and LeshamRequest temporary access to the library from the Programme Manager: DBL and Research at the SBL (Acting vdpolhm@unisa.ac.za)Read a substantial number, at least 50, of current (2017-2019) scholarly articles based on your idea of a researchable problem. You can classify this into a table containing authors, problem statement, findings, and suggestions for future research. This will assist to identify gap in the fieldYou can make contact with a possible supervisor from the focus areas below and bounce ideas.Short-listed candidates will be required to meet with potential supervisors and present their outline in person at a workshop or via an electronic medium such as SKYPE as part of the selection process.Successful candidates will be informed in writing that they may register for the DBL proposal module. The names of unsuccessful candidates and the reasons for their rejection will be submitted to the SBL Quality Assurance and Planning Committee for validation. Applicants have the right to appeal to the College Executive Management if admission is refused. Reasons for such refusal must be furnished to the applicant.The following possible alternative opportunities exist for applicants who do not meet the generic admission requirements for SBL:Applicants with degrees that have different structures from normal South African MBL/MBA degrees, applicants whose degrees do not clearly correspond to generic SBL admission requirements (e.g. no mark awarded for previous dissertations, no clear evidence of having completed a research-related module as part of the previous qualification, etc.), or applicants who do not meet generic admission requirements but who have applicable experience in research that may qualify them for admissions to a DBL degree will be required to apply for recognition of prior learning (RPL). Prior academic and research activity by the applicant will be evaluated in accordance with formal Unisa RPL procedures and the outcome of the RPL process will be submitted to and approved by the SBL Executive Committee. If the approved outcome of the RPL process is positive, the applicant will be allowed to proceed with an application for admission, subject to all terms and conditions governing the admissions process.Students who have been refused admission because of limited capacity within the SBL may reapply in subsequent years.In instances where a student has a weak academic record a submission may be made to the academic director to allow such a student admission. Students must provide a written motivation of no more than three pages requesting admission to the SBL. The SBL will consider the application, taking into account:the relevant experience, work or otherwise of the studentalternative options for access into the programmeany other factor deemed necessary by the SBL.Model of SupervisionStudents will be allocated to a supervisor, but will be required to work independently within the requirements of higher degrees studies.Students are encouraged to pursue their research in the listed research focus areas below. However, all applications will be considered but are subjected to the availability of suitable supervisors.Graduate School of Business Leadership: Research Focus Areas for Doctoral StudiesThe number of D registrations should be informed by the availability of suitable supervisors to ensure that available supervisory capacity is not exceeded. This will maintain supervisor/student ratios that would be conducive to high-quality results.Table of Contents TOC \o "1-3" \h \z \u Business Ethics and Corporate Social Responsibility PAGEREF _Toc7420271 \h 8Economics in Africa PAGEREF _Toc7420272 \h 14Environmental Management Accounting and Leadership PAGEREF _Toc7420273 \h 16Finance in Africa PAGEREF _Toc7420274 \h 17Governance in Africa PAGEREF _Toc7420275 \h 18ICTs for the Modern Business PAGEREF _Toc7420276 \h 20Innovative human behaviour in the public and private sector and Corporate Entrepreneurship PAGEREF _Toc7420277 \h 23Leadership and Organisational Behaviour, Intrapreneurship PAGEREF _Toc7420278 \h 25Leadership in Africa PAGEREF _Toc7420279 \h 27Leadership in projects, Business at the bottom of the pyramid, Social entrepreneurship and entrepreneurship PAGEREF _Toc7420280 \h 29Leadership in the public sector PAGEREF _Toc7420281 \h 31PROJECT MANAGEMENT & PROCUREMENT SYSTEMS PAGEREF _Toc7420282 \h 32Project Management as a vehicle for Business Development and Implementation PAGEREF _Toc7420283 \h 35Quality and Operations Management PAGEREF _Toc7420284 \h 36Quantitative Risk Management in Africa PAGEREF _Toc7420285 \h 39Strategy, Marketing and Governance PAGEREF _Toc7420286 \h 40Strategy metrics in strategic planning, communicating and reporting strategy, and, preparing for strategy implementation. PAGEREF _Toc7420287 \h 40Strategic processes and practices in organisations PAGEREF _Toc7420288 \h 44Supply Chain Management PAGEREF _Toc7420289 \h 48Sustainability Marketing PAGEREF _Toc7420290 \h 50System psychodynamic and Positive psychology in Leadership and Organisational behaviour PAGEREF _Toc7420291 \h 52Women in Leadership PAGEREF _Toc7420292 \h 53Research Focus AreaBusiness Ethics and Corporate Social ResponsibilityShort descriptionPotential research projects/topics/titles. Focus areas are crystallised in:Standards of business behaviour Advancing the effectiveness of ethics policies and programmes.Embedding ethical values and behavioursWomen breaking ‘glass ceilings’The Ethicality of Women as Leaders in Corporations and Public ServiceCorporate ethicsEthics and riskCorporate social responsibilityCorporate sustainabilityEthical norms in international business Ethics and leadership (e.g. charisma, manipulation, persuasion)Organizational ethicsManagers’ moral decision-makingLearning and critical management perspectiveCRS studiesDeveloping sustainable ethical business practicesSupervision TeamNameEmailAcademic ProfileCapacityProf Dr A Nicolaidesnicola@unisa.ac.zaAngelo Nicolaides research areas are Ethics in Organisations, CSI/CSR initiatives, Ethical Leadership Corporate Codes of Ethics, Spirituality in the Workplace, Stakeholder Approach to Ethics and Sustainability in a globalised world. A member of the IIPE (International Institute for Public Ethics) as well as the Ethics Institute of South Africa (EthicsSA). He is also a member of SAIMS (Institute of Management Scientists), a Senior Member South African Quality Institute (SAQI), the Southern African Society for quality (SASQ) and a member of the SABPP (Master HR Practitioner-Education and Training). Member of the Institute of Directors in Southern Africa. Member of International Association for Education in Ethics (Duquesne University in Pittsburgh, USA). Member of Georgetown University's McDonough School of Business Ethics network. Prof Nicolaides has written and published 86 peer reviewed scholarly works, 11 books and five book chapters.3 DBLProf Dr Danielle Neldaniellen@uj.ac.zaAssociate Professor: School of Public Management, Governance and Public Policy Danielle’s main fields of research interest include risk management, risk governance, ethics, political risk analysis, public private partnerships, green governance and sustainability. She completed a research fellowship, the 2012 Young Scientist Summer Programme (YSSP) in the Risk, Policy and Vulnerability (RPV) Programme at the International Institute of Applied Systems Analysis (IIASA) in Austria. Her research focussed on the assessment of renewable energy market development and governance in South Africa.3 DBLProf Dr Marius PotgieterPotgieter.Marius@nwu.ac.za Marius is a Professor of Marketing in the School of Management Sciences at the North-West University (Mafikeng Campus), South Africa. Marius has taken keen interest in marketing and business management, together with tourism and consumer behaviour which has led him to travel extensively. Marius strongly believes in developing knowledge, deep-thinking, and comprehending the dynamic environment of the consumer and that networking with role-players is of utmost importance for disseminating research besides transferring skills and knowledge unto his post-graduate candidates. The standard followed is ethical and social responsible behaviour and research from resource exploitation up to disposal, from both the consumer and the business operation’s perspective.3 DBLDr Paul Nkemngu Acha-Anyiachasinstitute@Dr Paul Nkemngu Acha-Anyi holds a PhD in Tourism Management from Northwest University (Potchefstroom campus). He has close to seventeen years’ experience lecturing various management functions such as Economics, project management and strategic management/marketing. Dr Acha-Anyi recently edited the book “Introduction to tourism planning and development: igniting Africa’s tourism economy”, published by Van Schaik in 2018. He also has several article publications in peer reviewed DHET-accredited journals. With additional qualifications in Doctoral supervision and data analysis using SPSS from the African Doctoral Academy at Stellenbosch University, Dr Acha-Anyi has profound experience in student supervision, having successfully guided over a hundred candidates across all academic levels (Honours, Masters, MBA, MBL and PhD degree) to successful completion of their studies. The research focus area of his students spans across various areas of business management such as strategy, ethics, customer care, governance and community impact.3 DBLDr S Thembi Masekeladrthembimdla@3 DBLDr Sejeng D Dialesddiale@Dr Diale’s area of interest is in Business Ethics and Professional Ethics. She has been extensively involved in Business and Professional in her area of work and was appointed as a Proforma complainant of the committee of Informal Enquiry of the South African Pharmacy Council where she represented the complainant for unethical and unprofessional practices conducted by the professionals. In her current work, she heads a Clinical Trials Unit where she reviews and approve research for investigators wishing to conduct research on humans using unregistered medicines. Professional ethics is one of the aspects that she focuses on to ensure that the clinical trial/research is done professionally, in an ethical manner by following ethical principles and law an also adheres to the code of ethics and ethical norms. She is currently appointed in the University of Pretoria Health Research Ethics Committee and also a technical consultant for the DMTS Ethics Committee where professional ethics and business ethics are cornerstone of the discussions.3 DBLReading: Subject FieldBart, C. (2007). Improving the Board's Involvement in Corporate Strategy: Directors Speak Out. International Journal of Business Governance and Ethics 3 (4):382-393Behnam, M. & Rasche, A. (2009). 'Are Strategists From Mars and Ethicists From Venus?' – Strategizing as Ethical Reflection. Journal of Business Ethics 84 (1):79 - 88.Beverungen, A., Case, P. (2011). Editorial introduction: where is business ethics?. Business Ethics: A European Review Volume 20 Number.Beverungen, A., Dunne, S., Hoedemaekers, C. (2013).The financialisation of Business ethics. Business Ethics: A European Review. Volume 22 Number 1.Bjerregaard, T., Lauring, J. (2013).Managing contradictions of corporate social responsibility: the sustainability of diversity in a frontrunner firm. Business Ethics: A European Review Volume 22 Number 2.Bolaji, A.B. (2011). Problems And Prospects Of Corporate Social Responsibility In National Development. Continental Journal of Sustainable Development, Vol. 2, No. 2, 19-25. Retrieved from , R.L. (2009). Capitalism at Work: Business, Government, and Energy pp. 309-310.Bradley, R.L. (2009). Corporate Social Responsibility and Energy. Culture and Civilisation Vol 1.Carroll, A.B. (1991). The Pyramid of Corporate Social Responsibility: Towards the Moral Management of Organizational Stakeholders. Business Horizons. Retrieved from Responsibility Best practices CR Practices Among Global Corporations (2011). Corporate Responsibility magazine, NY Euronext, Corporate Responsibility Officer Association. Retrieved from , S.K. (2001). Management and Ethics Omnibus: Management by Values, Ethics in Management, Values and Ethics for Organizations. Oup India.Corporate Responsibility (CR) magazine. Retrieved from .CR Magazine Corporate Citizenship lists methodology. Retrieved from methodology.CR's 100 Best Corporate Citizens, 2013. Retrieved from , Z.S. (2007). Business Ethics and Corporate Social Responsibility in the e-Economy: A Commentary. Electronic Journal of Business Ethics and Organisation Studies. Vol. 12, No. 2 ISSN 1239-2685Dolan, S.L. (2006). Managing by Values: A Corporate Guide to Living, Being Alive and Making a Living in the 21st Century. Palgrave Macmillan.Engelen. B. (2011). Beyond markets and states: the importance of communities. UNESCO, Blackwell Publishing Oxford Pp489-500.Fontaine, C., Haarman, A., Schmid, S. (2006). Stakeholder Theory.Retrieved from C Fontaine, A Haarman - Edlays, 2006 diseniosesparragos.googlecode.Freeman, R., E. (1999). Response: Divergent Stakeholder Theory. The Academy of Management Review, Vol. 24, No. 2 pp. 233-236.Freeman, R.E., McVea, J. (n.d.) A Stakeholder Approach to Strategic Management. Darden Graduate School of Business Administration, University of Virginia. Working Paper No. 01-02.Fuller, S. (2013). Never let a good crisis go to waste’: moral entrepreneurship, or the fine art of recycling evil into good. Business Ethics: A European Review. Volume 22 Number 1.Gilbert, D.R. (1986). Corporate Strategy and Ethics. Journal of Business Ethics 5 (2):137 - 150.Goel, M., Sanghvi, T., Dahiya, K. (2013). Role of Corporate Social Responsibility in Entrepreneurship Development. Unpublished.Grit, K. (2004). Corporate Citizenship: How to Strengthen the Social Responsibility of Managers? Journal of Business Ethics 53 (1-2):97-106.Helin, S. & Sandstr?m, J. (2007). An Inquiry Into the Study of Corporate Codes of Ethics. Journal of Business Ethics 75 (3):253 - 271.Journal of Business Ethics 105 (1):17-25.Jamali, D., Mirshak, R. (2007). Corporate Social Responsibility (CSR): Theory and Practice in a Developing Country Context. Journal of Business Ethics.72:243-262.Jensen, M.C. (2002). Value Maximization, Stakeholder Theory, and the Corporate Objective Function. Business Ethics Quarterly 12 (2):235-256.Kraisornsuthasinee, S. (2012). CSR through the heart of the Bodhi tree. Social Responsibility Journal. Vol. 8 NO. 2. pp. 186-198.Martin, K. & Parmar, B. (2012). Assumptions in Decision Making Scholarship: Implications for Business Ethics Research. Journal of Business Ethics 105 (3):289-306.Mitcnick, B.M. (1995). Systematics and CSR: The theory and processes of normative Referencing. Business and Society.34, 1. pp5.Morgan P. Miles, M.P. Munilla, L.S. & J Darroch, J. (2006). The Role of Strategic Conversations with Stakeholders in the Formation of Corporate Social Responsibility Strategy. Journal of Business Ethics 69 (2):195 - 205.Munter, Dan. (2013), Business Ethics: A European Review. Volume 22 Number 2.Murphy, P.E. (1995). Corporate Ethics Statements: Current Status and Future Prospects Journal of Business Ethics 14 (9):727 - 740.Owens, J., Richard Sykes, R. (2009). Paper by The International Petroleum Industry Environmental Conservation Association social responsibility working group and human rights. UNESCO. Pp131-141.Painter-Morland, M. (2010).Questioning corporate codes of ethics. Business Ethics: A European Review. Volume 19 Number 3.Parmar, B.L., Freeman, R,E., Harrison, J.S., Wicks, A.C., Purnell, L., Colle, S.D. (2010). Stakeholder Theory: The State of the Art, The Academy of Management Annals, 4:1, 403-445, DOI:10.1080/19416520.2010.495581.Pavlovich, K. & Krahnke, K. (2012). Empathy, Connectedness and Organisation. Journal of Business Ethics 105 (1):131-137.Phillips, R.A. (2010). New Directions in Strategic Management and Business Ethics. Business Ethics Quarterly 20 (3):401-425.Reynolds, S.J., Owens., B.P. & Rubenstein, A.L. (2012). Moral Stress: Considering the Nature and Effects of Managerial Moral Uncertainty. Journal of Business Ethics 106 (4):491-502.Robertson, C.J. (2008). An Analysis of 10 Years of Business Ethics Research in Strategic Management Journal: 1996–2005. Journal of Business Ethics 80 (4):745 - 753.Rodin, D. (2005). What's wrong with business ethics. UNESCO. Blackwell Publishing, Oxford.Ruhnka, J.C. & Weller, S. (1990). The Ethical Implications of Corporate Records Management Practices and Some Suggested Ethical Values for Decisions. Journal of Business Ethics 9 (2):81 - 92.Russo, A., Perrini, F. (2010). Investigating Stakeholder Theory and “The Corporate Objective Revisited”. Journal of Business Ethics (2010) 91:207-221.Singer, A.E. (2013). Corporate political activity, Social responsibility, and competitive strategy: an integrative model. Business Ethics: A European Review Volume 22 Number 3.Social Capital: CSR in Large Firms and SMEs. Journal of Business Ethics 91:207-221.Stevens, B. (2008). Corporate Ethical Codes: Effective Instruments for Influencing Behavior. Journal of Business Ethics 78 (4):601 - 609.UNESCO. Association social responsibility working group and human rights.Vyakarnam, S., Bailey, A., Myers, A., Burnett, D. (1997). Towards an Understanding of Ethical Behaviours in Small Firms. Journal of Business Ethics 16. 1625-1636.Weaver, G.R. (2001). Ethics Programs in Global Businesses: Culture's Role in Managing Ethics. Journal of Business Ethics 30 (1):3 – 15Webley, S. & Werner, A. (2008). Corporate Codes of Ethics: Necessary but Not Sufficient. Business Ethics 17 (4):405-415.Wozniak, A. (2011). The missing subject found in the subject who does the thinking: Kierkegaard, the ethical and the subjectivity of the critical theorists. Business Ethics: A European Review Volume 20 Number 3 July 2011.: Research MethodologyThe research methodology to be employed will be qualitative as well as quantitative and from time-to-time mixed methodology will be used. The types of research will be:1.Applied research- Is to solve a current problem faced by the manager in the work setting, demanding a timely solution.2.Basic research (fundamental, pure)-Is to generate a body of knowledge by trying to comprehend how certain problems that occur in organizations can be solved.The findings of such research contribute to the building of knowledge in the various functional areas of business.Reading:Mouton, J. (2011). How to Succeed in Your Master's and Doctoral Studies: A South African guide and resource, Van Schaik Publishers.Maree, J.G. (Editor). (2012). Complete Your Thesis and Dissertation Successfully: Practical Guidelines, Juta and Company.Research Focus AreaEconomics in AfricaShort descriptionMicro and macroeconomic analysis covering industry policy, competition policy, strategic behaviour using firm-level data and the application of economics in managerial decision making. The microeconomic and sectoral analysis including Land and water resources management, agribusiness, mining, manufacturing, labour, and value chain analysis are also researched.Supervision TeamNameEmailAcademic ProfileCapacityDr B Mucharamuchab@unisa.ac.zaBinganidzo Muchara is a senior lecturer in managerial economics. He holds a PhD in Agricultural Economics from the University of KwaZulu-Natal. He has a strong research interest in sectoral analysis including agribusiness, production economics, cost-benefit analysis, environmental and natural resources economics (land and water). He has published papers on the economics of land and water resources, applied microeconomics using firm-level data and the application of economics in managerial decision making.Econometrics: Intermediate.3 DBLDr S Nyashasheillanyasha@ Dr Nyasha holds a DCOM (Economics) degree from University of South Africa. Her broad area of research is in Development Economics, Macroeconomics, Monetary Economics and International Economics. Over the years, Dr. Nyasha has published a number of papers on various macroeconomic aspects – including economic growth, financial development, energy consumption, poverty and tourism. She is among the top 12.5% authors in Africa, all publications years.Supervision: Quantitative (Time-series econometrics); Case StudiesEconometrics: Advanced3 DBLDr PLR Makonimakonpl@unisa.ac.zaDr Patricia Makoni is a senior lecturer in the Department of Finance, Risk Management and Banking at the University of South Africa. She holds a PhD in Finance from the University of Witwatersrand. Her research interests are in international finance and economics, financial management, investments and development finance. She has published several papers in various peer-reviewed international journals. 3 DBLReading: Subject FieldLipczynski, J., Wilson, J.O.S. & Goddard J. 2009. Industrial organisation competition, strategy, and policy. 3rd edition. Prentice Hall.Mas-Colell, A., Whinston, M.D. & Green J.R. 1995. Microeconomic theory. New York: Oxford University Press.Gibbons, R. 1992. A primer in game theory. Prentice Hall.Reading: Research MethodologyEthridge, D. 2004. Research methodology in applied economics: Organizing, planning and conducting economic research. 2nd edition. Oxford: Blackwell.McCloskey, D.N. 1985. Economical writing. Economic Inquiry. 23(2):187–222.McCloskey, D.N. 1986. The rhetoric of economics. Brighton: Wheatsheaf Books.Johnson, G.L. 1986. Research methodology for economists: Philosophy and practice. New York: Macmillan.Creswell, J.W. 2009. Research design: Qualitative, quantitative and mixed methods approaches. Los Angeles: Sage.Henning, E. 2005. Finding your way in qualitative research. 2nd edition. Pretoria: Van Schaik Publishers.Hofstee, E. 2006. Constructing a good dissertation: A practical guide to finishing a master’s, MBA or PhD on schedule. EPE PublishersGujarati D.N and Porter D.C, 2009. Basic Econometrics, 5th Edition. Boston : McGraw-Hill Irwin,Mouton, J. 2001. How to succeed in your master’s and doctoral studies: A South African guide and resource book. Pretoria: Van Schaik Publishers.Welman, J.C. & Kruger, S.J. 2007. Research methodology. Cape Town: Oxford.Vital, R. & Jansen, J. 2010. Designing your first research proposal: A manual for researchers in education and the social sciences. Rev edition. Lansdowne: Juta.?Research Focus AreaEnvironmental Management Accounting and LeadershipShort descriptionThe environment is under threat from a number of sources. Companies are reporting just to green wash their accounts. Environmental Management Accounting can be used as a tool by companies to facilitate a greener environment.Supervision TeamNameEmailAcademic ProfileCapacityProf Breggie van der Pollvdpolhm@unisa.ac.zaProf Breggie van der Poll is an NRF rated researcher in the field of Environmental Management Accounting. She has written a number of peer reviewed Academic articles and research papers for conferences. She has been employed at Unisa since 2001 and the SBL since 2013. She has supervised a number of MCom, MBA/MBL, MPhil, PhD, DCom and DBL students to completion.2 DBLDr Peter N Kamalakamalap@cput.ac.zaDr Peter Kamala holds a doctorate in financial accounting that focused on corporate environmental reporting. He has supervised more than 20 Masters students, and currently supervises 5 DBLs. He has published widely in peer reviewed journals and mentored many young academics.5 DBLReading: Subject FieldAl-Mawali, H, Al Sharif, A, Rumman, G.A. & Kerzan, F. 2018. Environmental Strategy, Environmental Management Accounting and Organizational Performance: Evidence from The United Arab Emirates Market, Journal of Environmental Accounting and Management, 6(2): 109-118Essid, M. & Berland, N. 2018. Adoption of environmental management tools: the dynamic capabilities contributions, Sustainability Accounting, management and Policy Journal, 9(3): 229-252,?, N.M., Habidin, S.E. & Janudin, S.E. 2018. Critical success factors of environmental management accounting practices: findings from Malaysian manufacturing industry Measuring Business Excellence, , M.D., van der Poll, H.M. & van der Poll, J.A. 2018. An Information Framework for Facilitating Cost Saving of Environmental Impacts in the Coal Mining Industry in South Africa, Sustainability, 10, 1690; doi:10.3390/su10061690Qian, W., Burritt, R.L. and Monroe, G.S. 2018. Environmental management accounting in local government: Functional and institutional imperatives, Financial Accountability and Management, 34(2): 148-165, , S. & Baird, K. 2018. The role of leaders in generating management innovation, The International Journal of Human Resource Management, 29(19): 2758-2779, : Research MethodologyTrafford, V. & Lesham, S. 2012 Stepping Stones to Achieving your Doctorate: Focusing on Your Viva from the Start, Berkshire: Open University PressResearch Focus AreaFinance in AfricaShort descriptionCorporate finance, international finance, financial engineering, contracts management, total cost management, management accounting, project management and project finance.Supervision TeamNameEmailAcademic ProfileCapacityProf M Tshehlatshehlmf@unisa.ac.zaProf Tshehla teaches strategic financial management module for both MBL and MBA programmes. His research interests are international finance including trading, project costing and projecting management for mega construction projects.5 DBLDr Athenia B Sibindisibinab@unisa.ac.zaDr Sibindi is a Senior Lecturer in Finance and Insurance in the Department of Finance, Risk Management and Banking at UNISA. He is a holder of a PhD in Finance degree obtained from UNISA. Dr Sibindi also holds the Fellowship of the Insurance Institute of South Africa (FIISA) and Certified Risk Management Practitioner (CRM Prac) professional designations. He has published several papers on financial markets, corporate finance and contemporary issues in insurance research. His research interests include: corporate finance, financial market stability; InsurTech and insurance economics. Studies should preferably be of a quantitative nature.1 DBLDr PLR Makonimakonpl@unisa.ac.zaDr Patricia Makoni is a senior lecturer in the Department of Finance, Risk Management and Banking at the University of South Africa. She holds a PhD in Finance from the University of Witwatersrand. Her research interests are in international finance and economics, financial management, investments and development finance. She has published several papers in various peer-reviewed international journals.2 DBLReading: Subject FieldChoudhury, M. (2018) Struggles of Rural Micro, Small and Medium Enterprises for Bank Finance: Role of District Industries Centres in China. Trade and Global Market Fosu Oteng-Abayie & John Bosco Dramani?(2018)?Time-frequency domain causality of prime building cost and macroeconomic indicators in Ghana: implications for project selection,?Construction Management and Economics,?DOI:?10.1080/01446193.2018.1514125Hughes, J. and Herndon, L. K. (2018), Private Sector Financing: A Review of Service Delivery Models in Eight Communities. Journal ‐ American Water Works Association, 110: 48-60. doi:10.5942/jawwa.2018.110.0023Research Focus AreaGovernance in AfricaShort descriptionToday, we speak of the future of business and society as being inter-connected. For instance, the successful implementation of the national development plan is arguably necessary for the sustainable development of business. Furthermore, In the South African context, we have also seen that these governance challenges can have a foreign/global context and significance or consequences for businesses in particular.How then should or ought the corporate governance discourse address governance issues and challenges, threats and opportunities that emanate from the interaction of business and state institutions?How should we advance the corporate governance discourse from its current focus to find meaningful solutions to corporate governance challenges that occur at the intersection of public and private sector business?How then should or ought the corporate governance discourse address governance issues and challenges, threats The focus is thus on Governance, national and foreign anti- corruption laws, integrity systems, corporate social responsibility & sustainability management theories, governance frameworks Worthy of further investigation is the application of human rights standards and the bill of rights concepts to the corporate governance discourse and the extent to which they may be used as a tool for evaluating the performance of businesses, and articulating further the role of business in society and especially how businesses ought to be governed. The focus is thus on Corporate governance, human rights and company law; human rights, Corporate social responsibility and human rights, stakeholder management and human rights, and sustainability management & human rightsSupervision TeamNameEmailAcademic ProfileCapacityProf Sasha MonyamaneMonyas@unisa.ac.zaAssociate Professor : Corporate Governance2 DBLProf Lorna Holtmanlbholtman2018@Lorna Holtman is a mixed methods specialist and Director of PG studies. She has been in Higher Education for 32 years and has supervised for UNISA (her alma mater) for over 4 years. Her research interest are both Education (PhD in curriculum and instruction science and math ed; ICT education interest; Statistics and data science) and governance (NPO and administrative governance at the Higher Ed level and Basic Education Schools governing body level). She has graduated 13 PhDs and 7 Masters candidates. 2 DBLProf Pumela Mswelimswelp@unisa.ac.zaPumela Msweli’s academic background is development finance, corporate governance, international business, social and business research methods. Pumela has 23 years experience as an international scholar. In her career as a social scientist, academic and researcher she has written and published over 80 peer reviewed scholarly works, four books and two book chapters. Pumela has supervised 17 doctorates, and over 30 Masters students to completion.2 DBLReading: Subject FieldElls, G. 2013. Theory and Practice of Business Under Sustainability Principles Cheltenham: Edward Elga PublishingMullerat R. & Daniel B. et al. 2005. Corporate Social Responsibility: The Corporate Governance of the 21st Century: The Hague Aspen Publishers.Katzew, J. 2011 ’Crossing the Divide between the Business of the Corporations and The Imperatives of Human Rights: The Impact of Section 7 of the Companies Act of 2008’ The South African Law Journal 128 686 -711.Bilchitz, D. 2008 Corporate Law and The constitution: towards binding human rights responsibilities for corporations 125 754-789.Smit, L. 2011. Human rights Litigation against companies in South African Courts: a Response to Manyaki v Anglogold Ashanti 2011 (3) SA 237 South African Journal of Human Rights 27 345-373Horish, J & Edward Freeman, R. Schaltegger S. Stakeholder Theory in Sustainability Management: Links, Similarities, Dissimilarities, and a conceptual Framework 2014. httt// Research Focus AreaICTs for the Modern BusinessShort descriptionStudents in this focus area will research state of the art ICTs for the modern business. Amongst others, the following are possibilities:Business Intelligence (BI)Knowledge Management (KM) Wisdom Management Data WarehousingMetadata Management Business IoT (Internet of Things)Web IntelligenceBusiness Semantic Web Business CloudBusiness FogAI in BusinessFuzzy LogicBIaaS (BI as a Service)Green stuff – Green Business ICTs3D Printing for Business (management thereof)What would 4D printing be?IT Governance/LeadershipQuantum Computing for BusinessComputing WearablesBitcoin with underlying Blockchain technology4th Industrial Revolution (incorporating many of the above)Formal Methods (FMs) aspects for all of the above – a managerial perspectiveSupervision TeamNameEmailAcademic ProfileCapacityProf JA van der Pollvdpolja@unisa.ac.zaProfessor JA van der Poll joined the then Department of Computer Science and Information Systems at Unisa in 1988. He holds a Doctorate in Computer Science and his areas of specialisation are the formal specification of software systems, reasoning about specifications, and evaluating formal and semi-formal specification notations. He joined the Unisa SBL in July 2013 as a Professor in ICT Management and his research interests are in facilitating the specification and reasoning of ICT processes from a management perspective. He is an NRF rated researcher and delivered numerous M&D students during his time at Unisa.5 DBLDr Tebogo Sethibetsethibe@Dr Sethibe is an IT professional with over 20 years’ experience in Information and Communication Technology (ICT) and Management Consulting. He is currently the Group Executive: Information Systems at the Agriculture Research Council (ARC) and he is a member of the Government IT Officers (GITO) council. He holds an MBL, MIT and DBL specialising in technology innovation. Dr Sethibe is part-time faculty member at Unisa School of Business Leadership (SBL) and Unisa School of Computing. He has published research papers in peer reviewed journals and has presented his work at local and international academic conferences. His interest includes technology innovation, 4th industrial revolution, ICT Strategic Management, ICT Governance, ICT Service Management, Big Data, blockchain and cloud computing.3 DBLReading: Subject FieldThe specific readings depend on the area of business ICT selected, but the following could be interesting starting points:Le Charlier, B. and Flener, P. 1998. Specifications are necessarily informal or: Some more myths of formal methods. Journal of Systems and Software, (40), pp. 275 – 296.O'Hearn, P.W. 2018. Continuous Reasoning: Scaling the impact of formal methods. In Proceedings of the 33rd Annual ACM/IEEE Symposium on Logic in Computer Science (LICS '18). ACM, NY, USA, pp. 13 – 25. DOI: , 2016. Industry 4.0: Building the Digital Industrial Enterprise. Available at: . [Date of access: 10/11/ 2018]. PWC, 2018. Industry 4.0: Global Digital Operations Study 2018. Available at: . [Date of access: 10/11/2018]. Schwab, K.M. 2016. The Fourth Industrial Revolution: what it means, how to respond. World Economic Forum Agenda. Available at . [Date of access: 11/11/2018].Stidolph, D.C. and Whitehead, J. 2003. Managerial Issues for the Consideration and Use of Formal Methods. In In Stefania Gnesi, Keijiro Araki, and Dino Mandrioli (eds.), International Symposium of Formal Methods Europe (FME), pp. 8 – 14.Swatman, P.A., Fowler, D. and Gan, C.Y.M. 1992. Extending the Useful Application Domain for Formal Methods, Z User Workshop, York, Workshops in Computing , pp. 125-144, Springer, London, DOI: 10.1007/978-1-4471-3203-5_6.Tebele, M.W. 2015. Knowledge Management Systems in Railway Industry, MBLREPP Dissertation, Unisa SBL.Van der Poll, J.A. 2010. Formal Methods in Software Development: A Road Less Travelled. South African Computer Journal (SACJ), No. 45, pp. 40 – 52.More information can be obtained from the supervisor.Reading: Research MethodologyThere are many good scholarly readings on research methodology; the following represent a good sample (some books may have later editions available):Creswell, J.W. 2009. Research design: Qualitative, quantitative and mixed methods approaches. Los Angeles: Sage.Henning, E. 2005. Finding your way in qualitative research. 2nd edition. Pretoria: Van Schaik Publishers. Hofstee, E. 2006. Constructing a good dissertation: A practical guide to finishing a master’s, MBA or PhD on schedule. South Africa: EPE Publishers.Oates B. J. 2006. Researching Information Systems and Computing, Sage Publications Ltd, London.Olivier, M.S. 2009. Information Technology Research: A Practical Guide for Computer Science and Informatics, Van Schaik.Saunders, M., Lewis P. and Thornhill, A. 2009. Research Methods for Business Students, 5th edition, Financial Times/Prentice Hall.Saunders, M.N.K., Lewis, P., Thornhill, A., Bristow, A. 2015. Understanding research philosophy and approaches to theory development. In: Saunders, Mark N. K.; Lewis, Philip and Thornhill, Adrian eds. Research Methods for Business Students. Harlow: Pearson Education, pp. 122 – 161.Yin, R.K. 2013. Case Study Research – Design and Methods, 5th edition, New York, Sage Publications.Research Focus AreaInnovative human behaviour in the public and private sector and Corporate EntrepreneurshipShort descriptionInnovative human behaviour: Human behaviour has been observed in many different contexts and systems for a variety of different purposes. Within organisational systems, certain individuals excel at innovating more than others. Innovation is paramount to the survival and competiveness of all types of organisations. The purpose of this particular research focus area is to gain a deeper understanding of innovative human behaviour within organisational systems. Theoretical frameworks within this area could be founded in systems or complexity theory, or in a variety of human behavioural theories. A mix of research methodologies or even alternative methodologies is welcomed. Corporate entrepreneurship takes on many different forms. In a turbulent and increasingly competitive business environment the focussed practice of corporate entrepreneurship has become a characteristic of successful organisations. A deeper understanding of the dynamics of organisations, that successfully master the art of corporate entrepreneurship and all of its complexities, can aid in guiding aspiring corporate entrepreneurial organisations to inevitably become contributing parts to the greater whole - that in this instance is a favourable and attractive economy. Participation in this particular research focus area will require contributing to a part of our understanding of the practice of Corporate Entrepreneurship.Supervision TeamNameEmailAcademic ProfileCapacityColene Hindhindc@unisa.ac.zaSenior lecturer: Corporate entrepreneurship and innovation | Marketing | Strategy | Leadership and self-masteryResearch interests: As stated aboveResearch supervision experience: Supervised to completion 20 + master’s dissertations. Currently co-supervising on doctoral level.Qualifications: Marketing (UP), MPhil, Entrepreneurship (UP), PhD, Innovation behaviour and Corporate entrepreneurship (UCT – GSB). 4 DBLReading: Subject FieldJournals of interests:Entrepreneurship Theory and Practice Creativity and Innovation ManagementStrategic Management JournalInternational Entrepreneurship and Management JournalJournal of Product Innovation ManagementSouth African Journal of Entrepreneurship and Small BusinessAcademy of Management JournalSearch for keywords related to the focus areas within this area. Reading should not be limited to these journals only. Reading: Research MethodologyIn addition to the popular business research methodology works:ADDIN Mendeley Bibliography CSL_BIBLIOGRAPHY Creswell, J. W., & Plano Clark, V. L. (2018). Designing and conducting mixed methods research (3rd ed.). Thousand Oaks, CA: Sage.Reading for Theoretical Paradigms: Baets, W. (2006). Complexity, learning and organizations: A quantum interpretation of business. London, UK: Routledge.Allen, P., Maguire, S., & McKelvey, B. (2011). Complexity and Management: Introducing the SAGE Handbook. In The Sage handbook of complexity and management (pp. 1–26). London: SAGE Publication Limited.ADDIN Mendeley Bibliography CSL_BIBLIOGRAPHY Holbrook, M. (2003). Adventures in complexity: an essay on dynamic open complex adaptive systems, butterfly effects, self-organizing order, coevolution, the ecological perspective, fitness landscapes, market spaces, emergent beauty at the edge of chaos, and all that jazz. Academy of Marketing Science Review, 2003(06), 1526–1794. Retrieved from Focus AreaLeadership and Organisational Behaviour, IntrapreneurshipShort descriptionThe primary focus of this area is innovation, and how leadership influences it. Many mediating and moderating variables influence this relationship, including gender. Leadership and gender are also a special interest of those involved in this focus area. We are interested in supervising students in qualitative or qualitative studies, in the field of organisational behaviour, with proposals which are well developed. Of particular interest to us would be considering proposals which investigate models demonstrating the relative importance of several possible, and unique, antecedents to innovation. The aim is developing and validating targeted evidence-based interventions promoting innovation.Supervision TeamNameEmailAcademic ProfileCapacityProf Renier Steynsteynr@unisa.ac.zaRenier Steyn is a registered research psychologist and teaches strategic human resources management at the University of South Africa (Unisa). He holds a Ph.D. in Industrial and Personnel Psychology, a D.Litt. et Phil. in Psychology, as well as a Ph.D. in Business Administration. He is a C3-rated researcher with the National Research Foundation (NRF) and has twice been the winner of the Chancellor's Award for Excellence in Research. He has published several research papers (see ) and has presented his work at various international conferences. Students interested in contributing to the knowledge and practice regarding human resource management and leadership are welcome to contact him. 3 DBLDerek Verrierdverrier1@BSc(Eng), GDE, MSc(Eng), M.Phil (Leadership), D.Phil (Leadership), Postgraduate Diploma in Monitoring & Evaluation1 DBLDr Jan Nelljnell383@2000: Doctor in Commerce, University of Johannesburg, Utilising Scenario Planning in formulating the Strategic Marketing Plan in the Commercial Vehicle Sector2002 – 2007: Published 30 articles as Consulting Editor in Truck and Bus magazine2018: Supervised 8 Honours students with research, Supervised 8 MBA/MBL students with 2019: Supervising 3 MBA/MBL students with research, Supervising 3 DBA students with thesis1 DBLDr Elsa Thirion Venterelsa@markdata.co.zaMA Psychology (Pretoria), MBL (Unisa), D Litt et DPhil Consulting Psychology (Unisa)Dr. Elsa Thirion-Venter is a professional researcher with an academic background in Business Leadership and Psychology. She is registered as a Research Psychologist at the Health Professions Council and she is also a Southern African Marketing Research Association (SAMRA) Accredited Researcher (SAR). In 2016 the SAMRA Board conferred Honorary membership on her. She co-owns a marketing research company based in Gauteng since 1996. She lectures Research Methodology (for MBL) and media research and design psychology (for Masters in Research Psychology). In the past she also lectured statistics (MBA and Masters in Research Psychology) and economics (for MBA). She acts a supervisor and external examiner for MBLs, MBAs, MIBs and DBLs at the SBL (Unisa) and MSA.1 DBLReading: Subject FieldOr ADDIN Mendeley Bibliography CSL_BIBLIOGRAPHY Kleysen, R. F., & Street, C. T. (2001). Toward a multi-dimensional measure of individual innovative behavior. Journal of Intellectual Capital, 2(3), 284–296. , N., Flood, P. C., Slattery, T., & Sardessai, R. (2005). Determinants of innovative work behaviour: Development and test of an integrated model. Creativity and Innovation Management, 14(2), 142–150.Reuvers, M., Van Engen, M. L., Vinkenburg, C. J., & Wilson-Evered, E. (2008). Transformational leadership and innovative work behaviour: Exploring the relevance of gender differences. Creativity and Innovation Management, 17(3), 227–244. : Research MethodologyOr Kotzé, T. (2007). Guidelines on writing a first quantitative academic article. University of Pretoria, (July), 11–79. Focus AreaLeadership in AfricaShort descriptionLeadership, with specific reference to leadership in the African context. Contemporary leadership research, including African leadership, leadership assessment, individual traits and cross-cultural leadership. Supervision TeamNameEmailAcademic ProfileCapacityProf Anton Groblergrobla@unisa.ac.zaProf Anton Grobler holds a PhD in Industrial Psychology and is employed as a full professor at the University of South Africa’s Graduate School of Business leadership, specialising in leadership and organisational behaviour. He has contributed to various academic books as subject matter expert, and he is the author of over 35 articles published in accredited academic journals. He is also the chief editor of the African Journal of Employee Relations.5 DBLDerek Verrierdverrier1@BSc(Eng), GDE, MSc(Eng), MPhil (Leadership), DPhil (Leadership), Postgraduate Diploma in Monitoring & Evaluation1 DBLDr Jan Nelljnell383@2000: Doctor in Commerce, University of Johannesburg, Utilising Scenario Planning in formulating the Strategic Marketing Plan in the Commercial Vehicle Sector2002 – 2007: Published 30 articles as Consulting Editor in Truck and Bus magazine2018: Supervised 8 Honours students with research, Supervised 8 MBA/MBL students with 2019: Supervising 3 MBA/MBL students with research, Supervising 3 DBA students with thesis1 DBLDr Elsa Thirion Venterelsa@markdata.co.zaMA Psychology (Pretoria), MBL (Unisa), D Litt et DPhil Consulting Psychology (Unisa)Dr. Elsa Thirion-Venter is a professional researcher with an academic background in Business Leadership and Psychology. She is registered as a Research Psychologist at the Health Professions Council and she is also a Southern African Marketing Research Association (SAMRA) Accredited Researcher (SAR). In 2016 the SAMRA Board conferred Honorary membership on her. She co-owns a marketing research company based in Gauteng since 1996. She lectures Research Methodology (for MBL) and media research and design psychology (for Masters in Research Psychology). In the past she also lectured statistics (MBA and Masters in Research Psychology) and economics (for MBA). She acts a supervisor and external examiner for MBLs, MBAs, MIBs and DBLs at the SBL (Unisa) and MSA.1 DBLReading: Subject FieldContemporary leadership research, including African leadership, leadership assessment, individual traits and cross-cultural leadershipGrobler A. & Singh, V. (2018). Leadership in Africa – an Afrocentric hierarchical taxonomy. Insight on Africa, 10 (2), 1 – 25. Yukl, G. (2012). Effective leadership behaviour: What we know and what questions need more attention. Academy of Management Perspectives 26 (4), 66-85.The following reading will help you understand the research process and what will be required from you.House, R., Rousseau, D.?M., & Thomas-Hunt, M. (1995). The meso paradigm: A framework for the integration of micro and macro organizational behaviour. Research in Organizational Behaviour, 17, 71–114.Jeurissen, R. (1997). Integrating micro, meso and macro levels in business ethics. Ethical Perspectives, 4(2), 246–254.Kyriakidou, O., & ?zbilgin, M.?F. (2006). Introduction. In O. Kyriakidou & M.?F. ?zbilgin (Eds), Relational perspectives in organizational studies: A research companion (pp. 1–7). Northampton, MA: Edward Elgar.Research Focus AreaLeadership in projects, Business at the bottom of the pyramid, Social entrepreneurship and entrepreneurshipShort descriptionLeader Member Exchange and its influence on the governance and success of projects.Essentials of doing business among the poorestThe importance of social entrepreneurship in solving poverty problemsSupervision TeamNameEmailAcademic ProfileCapacityTumo Kelekeletp@unisa.ac.zaProf Kele joined the SBL in the beginning of 2019. He has published a number of articles and presented papers at local as well as international conferences. Prior to joining the SBL he a full-time faculty member at GIBS and served in various managerial positions. 4 DBLsDr Jan Nelljnell383@2000: Doctor in Commerce, University of Johannesburg, Utilising Scenario Planning in formulating the Strategic Marketing Plan in the Commercial Vehicle Sector2002 – 2007: Published 30 articles as Consulting Editor in Truck and Bus magazine2018: Supervised 8 Honours students with research, Supervised 8 MBA/MBL students with 2019: Supervising 3 MBA/MBL students with research, Supervising 3 DBA students with thesis1 DBLDr Elsa Thirion Venterelsa@markdata.co.zaMA Psychology (Pretoria), MBL (Unisa), D Litt et DPhil Consulting Psychology (Unisa)Dr. Elsa Thirion-Venter is a professional researcher with an academic background in Business Leadership and Psychology. She is registered as a Research Psychologist at the Health Professions Council and she is also a Southern African Marketing Research Association (SAMRA) Accredited Researcher (SAR). In 2016 the SAMRA Board conferred Honorary membership on her. She co-owns a marketing research company based in Gauteng since 1996. She lectures Research Methodology (for MBL) and media research and design psychology (for Masters in Research Psychology). In the past she also lectured statistics (MBA and Masters in Research Psychology) and economics (for MBA). She acts a supervisor and external examiner for MBLs, MBAs, MIBs and DBLs at the SBL (Unisa) and MSA.1 DBLReading: Subject FieldYang, L.-R., Huang, C.-F., Wu, K.-S., 2010. The association among project manager's leadership style, teamwork and project success. International Journal of Project Management 29 (3), 258–267.Ahmed, R. & Mohamad, A.N., (2016). Exploring the Relationship Between Multi-Dimensional Top Management Support and Project Success: An International Study, Engineering Management Journal, 28 (1), 54-67Nixon, P.; Harrington, M.; Parker, D. 2012. Leadership performance is significant to project success or failure: a critical analysis, International Journal of Productivity and Performance Management 61(2): 204–216Ekrot, B., Rank, J., Kock, A., Gemünden, H.G., 2017. Retaining and satisfying project managers antecedents and outcomes of project managers' perceived organizational support. International Journal of Human Resource Management 1-22Dolan, C., & Rajak, D. (2016). Remaking Africa’s informal economies: Youth, entrepreneurship and the promise of inclusion at the bottom of the pyramid. Journal of Development Studies, 52, 514-529 DeConinck, J. B. (2011). The effects of leader–member exchange and organizational identification on performance and turnover among salespeople. Journal of Personal Selling & Sales Management, 31, 21–34Research Focus AreaLeadership in the public sectorShort descriptionWorkplace challenges, dysfunctional organisations, discrimination against women against opportunities and position of leadership, intersectionality between race, gender and institutional cultures; challenges facing poor leadership in public service; community and co-ops to stimulate local environment.Supervision TeamNameEmailAcademic ProfileCapacityProf N Ngwenyangwennt@unisa.ac.za.Masters of Industrial Relations, Master of Philosophy in Ethics, Master of Education, and Doctor of Administration. Public Service Educator, Community Engagement expertise, expertise in leadership, management and employee relations in armed forces, academic leadership, management and leadership in higher education institutions5 DBLDerek Verrierdverrier1@BSc(Eng), GDE, MSc(Eng), M.Phil (Leadership), D.Phil (Leadership), Postgraduate Diploma in Monitoring & Evaluation1 DBLReading: Subject FieldThe following reading will help you understand the research process and what will be required from you. Making doctoral study work for you; Subject specific reading: Guidelines on masters and doctoral research work; Challenges of leadership in South African public sector Recognition of women leaders in the workplace: where is the place of women in leadership positions? Understanding employment relations Challenges facing employer and employee in the workplace, employee empowerment Employee engagements Understanding the South African public sector and its role to community and economy.Research Focus AreaPROJECT MANAGEMENT & PROCUREMENT SYSTEMS(Project Management as a vehicle for Business Development and ImplementationShort descriptionSUSTAINABLE DEVELOPMENT THROUGH PROJECTS, PROCUREMENT SYSTEMS AND INDUSTRY DEVELOPMENT – MOVING BEYOND BUSINESS ORTHODOXSPRA 1 - Constraints in Implementing Public Private Partnership (PPP) in South Africa (or any other country of interest)SPRA 2 - Developing Managers in the ICT/or Mining/or Construction/or Marketing Services Industry for the African Century SPRA 3 - The Feasibility of Establishing a South African or a SADC PPP Public Sector Comparator (PSC)SPRA 4 - A Literature Review of Critical Success Factor Studies – Implications for South African Mega Projects SPRA 5 - A Meta-analysis of Opportunistic Behaviour in Public-Private Partnerships (PPPs): Manifestation & AntecedentsSPRA 6 - Impacts of Cultural Differences on Project Success in the Mining/or ICT Sector SPRA 7 - Making Changes in Practice: an Ethnographic Study of XXXX project (the need to identify a project) SPRA 8 - Access to Finance for South African Construction Industry (SACI) Emerging Sector – the feasibility of establishing a Construction BankSSPRA 9 -The Sustainability of Women Owned Companies in the South African EnvironmentSPRA 10 - Possible Impact of the Establishment of a BRICS Development Bank on Infrastructure Development in AfricaSPRA 11- Most Black Emerging Contractors Never Graduate From Bakkie Brigade to Significant CompaniesSPRA 12 - Leaders in the South African Marketing Services Industry – the importance of leadership as an emergent processSPRA 13 - Serendipitous Innovation: Enablers and Barriers in the Construction/or ICT/or Mining Industry SPRA 14 - Knowledge Base of Project Managers in the South African Marketing Sector SPRA 15 - The Fallacy of Transferring Knowledge Between Mining/or ICT/or Construction Projects SPRA 16 - Management of Project Stakeholders – addressing the issues of good practicesSPRA 17 - Postmortem of World Cup Stadium Projects in South Africa – lessons to be learntSPRA 18 - Project Management Maturity of Sports Clubs in South Africa SPRA 19 - Project Management Maturity of Sports Associations in Africa SPRA 20 - Value Management (VM) expertise in South Africa – status of VM in South African ICT/or Any Other Product Based Industry Projects SPRA 21 - Risk Management (RM) expertise in South Africa – status of RM in South African Projects SPRA 22 - The relationship between Qualified Audits or Non-Qualified Audits and Project Management Maturity in Local Authorities in South AfricaSupervision TeamNameEmailAcademic ProfileCapacityProf PMD Rwelamilarwelapmd@unisa.ac.zaProfessor Rwelamila is a project management and procurement expert specialising in procurement policy, infrastructure procurement and management of risks and contracts management. He read Construction Economics, Project Management and Project Procurement. He has experience of more than 30 years in consulting in project management, construction economics, policy development and conducting studies in project appraisal, project planning, procurement, contract formulation and management, project performance evaluation and strategic project management. He has organised and conducted more than 60 continuous professional development courses for practitioners in South Africa, Botswana, Zambia, Tanzania, Uganda, Kenya and Australia. 10% of these courses have been on PPP fundamentals and good practices. Prof Rwelamila is an author of more than 250 peer reviewed journal and conference proceeding publications, research and study reports. From 1987 to 1999 he was lecturing at both undergraduate and postgraduate level in project management & construction management that is inclusive of project procurement. From 2000 to-date he has been lecturing at postgraduate and executive level in project management, project procurement and strategic project management. Prof. Rwelamila has been involved in high level assignments in South Africa, Australia and United Kingdom including the development of South African Construction Industry Policy (including PPP procurement) through the Department of Public Works (DPW); Re-evaluation of Operations – Shelter Afrique, Nairobi, Kenya; Development of CPD programmes for Senior Project Managers – at the Dutch Shell Project Management Academy, Queensland University of Technology (QUT), Brisbane, Australia; and Review of the Association of Project Managers (APM) thinking on project management body of knowledge – a collaborative work between University of Manchester and APM, Manchester, United Kingdom. Furthermore, Professor Rwelamila has been involved directly through two South African firms: Procurement Dynamics (Pty) Ltd & Africon (Pty) Ltd in planning and implementation of PPP projects in South Africa. In 2014, Prof Rwelamila was appointed by the Minister of Public Works as a member of a 5 Year Evaluation and Review Panel for the Construction Industry Development Board (CIDB) and was later elected to chair the panel.In 2005 at Arizona State University (through Professor Kenneth T Sullivan’s world research study) , USA, Professor Rwelamila was named as the second most cited researcher in Procurement next to Professor M Kumaraswamy of the University of Hong Kong.Until 2013 Prof. Rwelamila was a non-executive director and board chairman of Msingi Construction Project Management (Pty) Ltd – a construction project management company based in Cape Town involved in construction project management (including PPP projects); He has been a consultant to various public and private organisations in South Africa. Prof. Rwelamila is also the co-coordinator of CIB W107: Construction in Developing Countries and past president of South African Council for Project and Construction Management Professions (SACPCMP) – a statutory body responsible for registering construction project managers and construction managers.Professor Rwelamila is a B rated researcher in South Africa by the National Research Foundation (NRF).2 DBLReading: Subject FieldProject Management – A Multi-Disciplinary Approach – Herman Steyn et al. Fourth, Revised Edition Published by FPM PublishingKathy Schwalbe, Information Technology Project Management, Ninth Edition (2019)Project Management Institute, Inc., A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Six Edition (2017)David Hillson & Peter Simon - Practical Project Risk Management, The ATOM Methodology – Second Edition (2012)David Avison & Guy Fitzgerald, Information Systems Engineering II: Information Systems Development 4th edition: methodology, techniques & toolsResearch Focus AreaProject Management as a vehicle for Business Development and ImplementationShort descriptionIn the research focus area, the focus is on how develop projects from strategy to business. This research will also focus is on life-cycle methodologies, maturity frameworks, governance and assurance. Furthermore the basis of the research could be on Scope Management, Time Management, Cost Management, Risk Management and other knowledge areas related to project management.Supervision TeamNameEmailAcademic ProfileCapacityDaan de VilliersDaandevilliers@Qualifications:B.Sc., B.Sc. Honours (Cum Laude), M.Sc. – Project Management (Cum Laude), MBA – Quality Management and PhD – Project Management: all at the PU for CHE (now NWU). Professional Scientist, registration number: 400032/01.Experience:Extensive engineering, maintenance, project and general management experience obtain in a wide range of industries including Petro-Chemical, Construction, and Power and Renewable Energy sectors, with more than 30 years project management experience. I’ve worked on and managed MEGA projects in Southern Africa and the Middle East. Investigating and consulting work on projects as well as project governance and assurance reviewer for mega projects. Experience in progamme and project management, risk management and research.Number of year’s academic experience at various universities in Southern Africa and in the United States of America in research lecturing, examination, supervising post graduate students and in research with more than 50 M and PhD dissertations5 DBLReading: Subject FieldProject Management – A Multi-Disciplinary Approach – Herman Steyn et al. Fourth, Revised Edition Published by FPM PublishingKathy Schwalbe, Information Technology Project Management, Ninth Edition (2019)Project Management Institute, Inc., A Guide to the Project Management Body of Knowledge (PMBOK Guide) – Six Edition (2017)David Hillson & Peter Simon - Practical Project Risk Management, The ATOM Methodology – Second Edition (2012)David Avison & Guy Fitzgerald, Information Systems Engineering II: Information Systems Development 4th edition: methodology, techniques & toolsResearch Focus AreaQuality and Operations ManagementShort descriptionThe definition of Operations Management, Quality management, standards and standardisation are constantly evolving and integrating with many other functions within an organisation. This calls for research into making valuable contributions into these domains and assisting in keeping the theory and practices up to date. Keen to engage students towards research in Service Quality, Shared Services, Standards and Standardisation, Quality Auditing, SHEQ Management, Six Sigma, Quality Improvement, Enterprise Resource Planning, Health & Safety, Environmental Management, Energy Management, Risk Management (ISO 31000), Sustainability Management (ISO 26000) waste minimisation and quality excellence .Research are considered in one of the following sectors; Manufacturing, Services, Higher Education and professional bodiesSupervision TeamNameEmailAcademic ProfileCapacityProf Ramphalramphrr@unisa.ac.zaProf Roy Ramphal has qualifications in Chemical Engineering, B. Com, MBA and a Doctoral qualification in Organisational Leadership. He has been involved in operations and quality management in the sugar, aluminium, tyre and research industries. He has been involved in curriculum development in the operations management and quality disciplines and is currently a Fellow Member, Director and President of the Southern African Society of Quality, past chairman of the board of the Southern African Auditor and Training Authority, a member of the Institute of Directors SA, Senior member of the American Society for Quality and member of the Canada Institute for quality, member of APICS and Certified Ethics Officer with the Ethics Institute of South Africa. Publishing areas include shared services, quality and operations management. Also author and co-author of several books in quality and operations management.5 DBLDr Geoff Vissergeoff.visser@serengeti.co.zaHas been an employee of SABS for several years and has experience in the areas listed below. Geoff is also the Chairman of South African Society for Quality.Standardization expert with more than 20 years of experience working in the areas of standards development, ISO standards, and the commercial aspects of standards implementation, quality infrastructure and policy and the strategic implementation of standards policies. Key Expert in TBT and SPS, employed under the (EU Funded) SADC / EU Regional Economic Integration Support (REIS) programme, dealing with several projects at the SADC regional level to develop capacity and strengthen coordinating structures identified under the TBT and SPS annexes to the SADC protocol on Trade and gaining access to competitive markets such as the European Union. Working closely with the SADC secretariat in line with SADC procedures and annual work plans in the TBT SPS area. In the Key expert role, was responsible for driving the REIS support for TBT and SPS activities and for reporting on progress made under the programme in achieving the objectives set out in the project design. In this role he has worked closely with key drivers of SPS coordinating structures and representatives of the regulatory authorities responsible for food safety, plant protection and animal health in all SADC Member States. International Expertise in the field of National and Regional Quality Policies and implementation plans having developed and assisted in the development of NQPs, RQPs and strategic implementation plans at the national level (in Zambia, Malawi, Bangladesh, South Sudan) and at the regional level (ECO region). Experienced with several donor-funded projects in Developing Countries, having worked with the EU-ACP programme, UNIDO, the SADC-EU REIS programme, UNDP and others, many of these projects have involved business process re-engineering of organisations responsible for the delivery of services related to the quality infrastructure.Familiar with the Quality Infrastructure in most SADC countries and several of developing countries having worked closely with the leadership of the TBT and SPS coordinating structures mandated under the SPS and TBT annexes to the SADC Protocol on Trade during his tenure with the REIS Programme and during his term at the SABS. He worked for the South African Bureau of Standards (SABS) for 17 years and has played an important leadership role in the strategic development of the organization with his last 6 years there at the executive level. He has also been involved with standardization at the international level, having served on the Technical Management Board of the ISO for two years, and more recently directly as a Technical Expert contracted by ISO to develop and deliver a series of training courses and workshops on issues related to stakeholder engagement in standards development and good standardization practice.3 DBLDr S Naidoonaidoosu@unisa.ac.zaDr Naidoo has an MBA and a DBL and worked several years in industry as a SHEQ manager. He is also presently a UNISA lecturer and specialises in Standardisation, quality and operations management. Dr Naidoo is also a SASQ SHEQ professional.3 DBLReading: Subject FieldRamphal R R (2013). Treatment of Organizations – The new focus of Quality Practitioners. Global Journal of Management and Business Studies, 3(4): 395-400.Ramphal R R (2013). A literature review on shared services. African Journal of Business Management, 7(1).Ramphal & Nicolaides (2014). Service quality and quality service: satisfying customers in the hospitality industry. African Journal of Hospitality, Tourism and Leisure, 3(2)Ramphal R R (2015). Overview of the new ISO 9001:2015 standard and challenges ahead Proposed use of a. African Journal of Hospitality, Tourism and Leisure, 40Ramphal R R (2016). A Complaints Management System for the Hospitality Industry African Journal of Hospitality, Tourism and Leisure Vol 5(2)Ramphal R R (2018). Lean Six Sigma Framework for the hospitality industry. African Journal of Hospitality, Tourism and Leisure Vol 6(4)Kruger D., Ramphal R.R. and Maritz (2018). Operations management. South Africa: Oxford University Press.Blind K & Mangelsdorf A. (2016). Motives to standardize: Empirical evidence from Germany, Technovation: 48-49Other articles on website: .zaReading: Research MethodologyThe research methodology to be employed will be qualitative as well as quantitative and from time-to-time mixed methodology will be used. The types of research will be:1.Applied research- Is to solve a current problem faced by the manager in the work setting, demanding a timely solution.2.Basic research (fundamental, pure)-Is to generate a body of knowledge by trying to comprehend how certain problems that occur in organizations can be solved.The findings of such research contribute to the building of knowledge in the various functional areas of business.Reading:Mouton, J. (2011). How to Succeed in Your Master's and Doctoral Studies: A South African guide and resource, Van Schaik Publishers.Maree, J.G. (Editor). (2012). Complete Your Thesis and Dissertation Successfully: Practical Guidelines, Juta and Company.Research Focus AreaQuantitative Risk Management in AfricaShort descriptionThe fourth industrial revolution is upon us, and the Africa financial industry must adapt. In order to effectively implement the change processes, institutions use Quantitative Risk Management research and developments. Our research is focussed on gearing Africa for the fourth industrial revolution and spans:Credit risk modellingMathematical EconomicsQuantitative FinanceFinancial TechnologyMachine Learning and Automated tradingQuantitative regulatory modelsArtificial IntelligenceQuantitative InvestmentsSupervision TeamNameEmailAcademic ProfileCapacityDr A D Josephangelo@quantanalyst.co.zaDr Joseph holds a Doctorate from the UNISA school of business leadership (SBL), and an MSc in physics from the University of the Western Cape. He has written several peer-reviewed Academic articles and research papers for conferences. With more than a decade worth of experience, he led asset management firms and banks on effective quantitative risk management. He is a member of the South African (SA) Institute of financial markets and the certified Quantitative Finance Institute. He mentored and supervised several SBL master of business leadership students to completion. He consulted to the Johannesburg stock exchange and the top 5 SA banks. He was pivotal in the research of the first systemic SA market volatility model and developed the South African volatility index.3 DBLResearch Focus AreaStrategy, Marketing and GovernanceShort descriptionStrategy metrics in strategic planning, communicating and reporting strategy, and, preparing for strategy implementation.Supervision TeamNameEmailAcademic ProfileCapacityProf Francois du Toitdutoitf@unisa.ac.zaFrancois is associate professor in strategy and international business. His area of interest is devising of strategy metrics for strategic planning, communicating and reporting strategy, and, preparing for strategy implementation. Current research is directed towards the concept of metrics in reporting of the non-financial capitals in Integrated Reporting by multi-nationals – including that of strategy, and Social and Relationship Capital specifically.His DBL dissertation explored the social capital perspective of relationships in multinational enterprise – host government relations, exposing cultural barriers and the complications of diverging political and commercial objectives. In the fourth year of MBL, he specialised in Advanced Strategy (cum), Advanced Finance and Change Management.He currently lectures Corporate Strategy, International Finance, Strategy in the Global Context, Global Financial Management, Measuring and Improving Performance in the Value Chain, Strategy in the Public Service, Public Finance Management (PFMA), Business Intelligence, Ethics and Academic Integrity. He has also lectured Business Intelligence, Strategic Brand Management, Consumer Behaviour and Market Research. He is a member of the Research and Research Ethics committees and conducts the research ethics module with masters and doctoral students.He has corporate board experience and held senior positions in executive management, finance, and, sales and marketing in multinational corporates in the healthcare industry. Prof du Toit is a biokineticist by training with special interest in cardiology. He is a chartered strategist, accredited with the Canadian Business Strategy Association as Executive Chartered Business Strategist. He is a chartered accountant; firstly an Associate Chartered Management Accountant with the Chartered Institute of Management Accountants (CIMA), certified with CPA Australia, as well as a Charted Global Management Accountant accredited with the American Institute of Certified Public Accountants (AICPA) and CIMA in the UK. He has successfully supervised doctoral students, is a published author and consults widely. His commercial interest is in international taxation planning for multinational conglomerates.2 DBLDr Gerhard van WykGerhard.vanWyk@Afrox.Marketing and Sales Management with specific focus on Business to Business marketing and Franchising - Gerhard is also an accomplished author of several academic and other articles on marketing, B2B and franchising. More than twenty five years working experience (marketing and sales) in petrochemical and chemical sectors. Identification of growth opportunities and the development of marketing and sales strategies to unlock sustainable growth. The development of marketing and sales strategies for growth and the alignment of company activities and resources. Being a part time academia Gerhard Lectures Marketing and Sales management to MBA students and act as supervisor (for various academic institutions) during the creation and completion of research projects – dissertations (MBA, MBL and DBL).4-5 DBLDr Paul Nkemngu Acha-Anyiachasinstitute@?Paul is Senior lecturer in the Department of Tourism, Hospitality and Sports Management at Walter Sisulu University. His research interest is in business strategy, marketing strategy, service quality, business ethics, sustainability, etc. Paul has worked as contract supervisor for the SBL since 2015.Dr Paul Acha-Anyi holds a PhD in Tourism Management from Northwest University (Potchefstroom campus). He has close to seventeen years’ experience lecturing various management functions such as Economics, project management and strategic management/marketing. Dr Acha-Anyi recently edited the book “Introduction to tourism planning and development: igniting Africa’s tourism economy”, published by Van Schaik in 2018. He also has several article publications in peer reviewed DHET-accredited journals. With additional qualifications in Doctoral supervision and data analysis using SPSS from the African Doctoral Academy at Stellenbosch University, Dr Acha-Anyi has profound experience in student supervision, having successfully guided over a hundred candidates across all academic levels (Honours, Masters, MBA, MBL and PhD degree) to successful completion of their studies. The research focus area of the students he has supervised spans across various areas of business management such as strategy, ethics, customer care, governance and community impact. 2 DBL Dr Jan Nelljnell383@2000: Doctor in Commerce, University of Johannesburg, Utilising Scenario Planning in formulating the Strategic Marketing Plan in the Commercial Vehicle Sector2002 – 2007: Published 30 articles as Consulting Editor in Truck and Bus magazine2018: Supervised 8 Honours students with research, Supervised 8 MBA/MBL students with 2019: Supervising 3 MBA/MBL students with research, Supervising 3 DBA students with thesis1 DBLDr Elsa Thirion Venterelsa@markdata.co.zaMA Psychology (Pretoria), MBL (Unisa), D Litt et DPhil Consulting Psychology (Unisa)Dr. Elsa Thirion-Venter is a professional researcher with an academic background in Business Leadership and Psychology. She is registered as a Research Psychologist at the Health Professions Council and she is also a Southern African Marketing Research Association (SAMRA) Accredited Researcher (SAR). In 2016 the SAMRA Board conferred Honorary membership on her. She co-owns a marketing research company based in Gauteng since 1996. She lectures Research Methodology (for MBL) and media research and design psychology (for Masters in Research Psychology). In the past she also lectured statistics (MBA and Masters in Research Psychology) and economics (for MBA). She acts a supervisor and external examiner for MBLs, MBAs, MIBs and DBLs at the SBL (Unisa) and MSA.1 DBLDr Khanyilemoses@masharps.co.zaDr Khanyile holds a PhD (Stellenbosch), MA (Stellenbosch) and MBL (Unisa). He is one of the few Chartered Directors in South Africa, as accredited by the Institute of Directors in Southern Africa (IoDSA). He has held various senior management positions both in the public and private sectors. His background includes public policy, strategy development, and corporate governance. In addition to serving as a senior manager for government, he has also served as an executive for one of the largest global banks that was operating in South Africa. He is currently serving in various boards in the public and private sector environments.5 DBLReading: Subject FieldThese articles are only for orientation purposes, further reading is required:Agmon. T. 2003. ‘Who Gets What: The MNE, the National State and the Distributional Effects of Globalization’, Journal of International Business Studies, 34: 416 – 427.Berry, F. S, Brower, R. S; Choi, S. O; Goa, W. X; Jang, H; Kwon, M. and Word, J. 2004. ‘Three Traditions of Network Research: What the Public Management Research Agenda Can Learn from Other Research Communities’, Public Administration Review, 64(5): 539 – 552.Bourdieu, P. 1986. ‘Forms of capital’. In: Richardson, J. ed. Handbook of Theory of Research for the Sociology of Education. Greenwood Press, Westport, Connecticut. 241 - 258.Borgatti, S. P. and Foster, C. P. 2003. ‘The Network Paradigm in Organizational Research: A Review and Typology’, Journal of Management, 29(6): 991 – 1013.Chen, Y. R. 2004. ‘Effective Public Affairs in China: MNC-Government Bargaining Power and Corporate Strategies for Influencing Foreign Business Policy Formulation’, Journal of Communication Management, 8(4): 395.Coleman, J. 1990. The Foundations of Social Theory. Cambridge: Harvard University Press.Edelman, L. F; Bresnen, M; Newell, S; Scarbrough, H. and Swan, J. 2004. ‘The Benefits and Pitfalls of social capital: Empirical Evidence from Two Organizations in the United Kingdom’, British Journal of Management, 15: S59 – S69.Ginwala, F. 1998. ‘The Role of Governments in International Corruption’. In: Lange, H; Lohr, A. and Steinmann, H. eds. Working Across Cultures; Ethical Perspectives for Intercultural Management. Dordrecht: Kluwer Academic Publishers.Healy, T. 2004. ‘Social capital: Old Hat or New Insight?’, Irish Journal of Sociology, 13(1): 5 - 28.Hillman, A. J. 2003. ‘Determinants of Political Strategies in US Multinationals’, Business and Society, 42(4): 455 – 484.IODSA, 2016. ‘King IV Report on Corporate Governance for South Africa for 2016’. Institute of Directors of South Africa. Available from , Accessed 7 November 2016.Inkpen, A. C. and Tsang, E. W. K. 2005. ‘Social capital, Networks, and Knowledge Transfer’, Academy of Management Review, 30(1): 146 – 165.IIRC, 2013. ‘The International <IR> Framework. Available on , accessed 12 September 2016.Kristiansen, S. 2004. ‘Social Networks and Business Success; The Role of Subcultures in an African Context’, from the Symposium on African Economic Development and Failure, The American Journal of Economics and Sociology, 63(5): 1150 – 1171.Lenway, S. A. and Murtha, T. P. 1994. ‘The State as Strategist in International Business Research’, Journal of International Business Studies, Q3: 513.Parts, E. 2004. ‘Interrelationship between Human Capital and Social Capital: Implications for Economic Development in Transition Economies’, University of Tartu, Faculty of Economics and Business Administrations Working Paper Series, 1 – 36.Putnam, R. D. 2000. Bowling Alone: The Collapse and Revival of American Community, New York: Simon and Schuster.Reading: Research MethodologyResearch Focus AreaStrategic processes and practices in organisationsShort descriptionIn the research focus area, the focus is on how strategies are shaped, managed and used in organisations. This focus is on the role of humans in strategy. Strategists (individuals and teams), their networks (e.g. external consultants), the tools that they use and their colleagues and employees is the focus rather than the economic characteristics of strategy. Supervision TeamNameEmailAcademic ProfileCapacityProf Peet Venter ventep@unisa.ac.zaProfessor of Strategy, SBL ( profiles missing in all)5 DBLMr Clifton Singh singhcf@unisa.ac.zaLecturer in Strategy, SBL 1 DBLDr Colene Hind hindc@unisa.ac.zaLecturer in Strategy 2 DBLProf Annemarie Davis davisa@unisa.ac.za Research Coordinator (CEMS) 2 DBLDr Catherine le Roux lrouxc1@unisa.ac.zaLecturer in Business Management 1 DBLDr Karen Stander standk@unisa.ac.zaLecturer in Business Management 1 DBLDr Jan Nelljnell383@2000: Doctor in Commerce, University of Johannesburg, Utilising Scenario Planning in formulating the Strategic Marketing Plan in the Commercial Vehicle Sector2002 – 2007: Published 30 articles as Consulting Editor in Truck and Bus magazine2018: Supervised 8 Honours students with research, Supervised 8 MBA/MBL students with 2019: Supervising 3 MBA/MBL students with research, Supervising 3 DBA students with thesis1 DBLReading: Subject FieldIn this section we only present a small cross-section from a few leading authors in a large and growing body of knowledge in this field. For a more comprehensive list, visit (you will need to register for the Strategy-as-Practice interest group). Angwin, D., Paroutis, S. & Mitson, S., 2009, ‘Connecting up strategy: Are Senior Strategy Directors (SSDs) a missing link?’, California Management Review 51(3), 74–94. Balogun, J., Best, K. & Lê, J., 2015, ‘Selling the object of strategy: How frontline workers realize strategy through their daily Work’, Organization Studies 36(10), 1285. , C., Clegg, S.R. & Kornberger, M., 2008, ‘Strategy as practice’, Strategic Organization 6(1), 83–99.Denis, J., Langley, A. & Rouleau, L., 2010, ‘The practice of leadership in the messy world of organizations’, Leadership 6(1), 67–88. , M.P., Hodgkinson, G.P., Whittington, R. & Johnson, G., 2015, ‘Off to plan or out to lunch? Relationships between design characteristics and outcomes of strategy workshops’, British Journal of Management 26(3), 507–528. , K.P., Kiel, G.C. & Nicholson, G., 2010, ‘How boards strategise: A strategy as practice view’, Long Range Planning 43(1), 33–56. , P., Balogun, J. & Seidi, D., 2007, ‘Strategising: The challenges of a practice perspective’, Human Relations 60(5), 5–27. , P. & Spee, A.P., 2009, ‘Strategy–as–practice: A review and future directions for the field’, International Journal of Management Reviews 11(1), 69–95. , P., Spee, A.P. & Smets, M., 2013, ‘Material artifacts: Practices for doing strategy with stuff’, European Management Journal 31(1), 41–54. , P. & Whittington, R., 2008, ‘A strategy–as–practice approach to strategy research and education’, Journal of Management Inquiry 17(4), 282–286. , G., Melin, L. & Whittington, R., 2003, ‘Guest editors introduction: Micro strategy and strategizing: Towards an activity-based view’, Journal of Management Studies Guest Editors Edition 40(1), 3–22. , G., Prashantham, S., Floyd, S.W. & Bourque, N., 2010, ‘Ritualization of strategy workshops’, Organization Studies 32(12), 1589–1618. , S., 2011, ‘Strategy & PowerPoint: An inquiry into the epistemic culture and machinery of strategy making’, Organization Science 22(2), 320–346. , M. & Clegg, S., 2011, ‘Strategy as performative practice: The case of Sydney 2030’, Strategic Organization 9(2), 136–162. , W., Mantere, S. & Statler, M., 2012, ‘Strategy as storytelling: A phenomenological collaboration’, Journal for Management Inquiry 22(1), 83–100., F. & Maitlis, S., 2014, ‘Emotional dynamics and strategizing processes: A study of strategic conversations in top team meetings’, Journal of Management Studies 51(2), 202–234. , S., 2008, ‘Role expectations and middle managers strategic agency’, Journal of Management Studies 45(2), 294–316.Mantere, S. & Vaara, E., 2008, ‘On the problem of participation in strategy: A critical discursive perspective’, Organization Science 19(2), 341–358. , M. & Scheef, C., 2014, ‘Chief strategy officers: Contingency analysis of their presence in top management teams’, Strategic Management Journal 35(3), 461–471. , M. & Melin, L., 2008, ‘Strategic planning champions: Social craftspersons, artful interpreters and known strangers’, Long Range Planning 41(3), 326–344., W. & Joseph, J., 2008, ‘Rise and fall – Or transformation? The evolution of strategic planning at the General Electric Company, 1940–2006’, Long Range Planning 41(3), 248–272. , L. & Balogun, J., 2011, ‘Middle managers, strategic sensemaking and discursive competence’, Journal of Management Studies 48(5), 953–983. , A. & Doll, Y., 2013, ‘A middle management perspective on strategy implementation’, International Journal of Business and Management 8(22), 32–39. , A.P. & Jarzabkowski, P.A., 2011, ‘Strategic planning as communicative process’, Organization Studies 32(9), 1217–1245. , K. & Mantere, S., 2010, ‘Consuming strategy: The art and practice of managers’ everyday strategy usage’, Advances in Strategic Management 27, 211–245. (2010)0000027011Vaara, E., Kleymann, B. & Serist?, H., 2004, ‘Strategies as discursive constructions: The case of airline alliances’, Journal of Management Studies 41, 1–35. , E. & Whittington, R., 2012, ‘Strategy-as-practise: Taking social practices seriously’, The Academy of Management Annals 6(1), 285–336. , R., 2002, ‘Practice perspective on strategy unifying a developing field’, Academy of Management Proceedings 1: C1–C6. http:// dx. 10.5465/APBPP.2002.7517994Whittington, R., 2006. Completing the practice turn in strategy research.?Organization studies,?27(5), pp.613-634.Wright, R., Paroutis, S. & Blettner, D., 2012, ‘How useful are the strategic tools we teach in business schools?’, Journal of Management Studies 51(1), 92–125.Reading: Research MethodologyResearch in this field is most likely to incorporate case study research (single or multiple) and/or mixed methods. I addition, there are particular challenges associated with practice and process research that has to be considered. Some sources relating to these are included here. Once again, it is far from being an exhaustive list. Research in strategy as practice and process Balogun, J., Huff, A. S. & Johnson, P. 2003, ‘Three Responses to the Methodological Challenges of Studying Strategizing’. Journal of Management Studies, 40:197–224. Chia, R., 2004. Strategy‐as‐practice: Reflections on the research agenda. European Management Review, 1(1), pp.29-34.Johnson, G., Langley, A., Melin, L. and Whittington, R., 2007.?Strategy as practice: research directions and resources. Cambridge University Press.Maia, J.L., Serio, L.C. and Alves Filho, A.G., 2015. Almost two decades after: a bibliometric effort to map research on strategy as practice using two data sources.?European Journal of Economics, Finance and Administrative Sciences,?73, pp.7-31.Pettigrew, A.M., 1992. The character and significance of strategy process research. Strategic management journal, 13(S2), pp.5-16.Rouleau, L., 2013. Strategy-as-practice research at a crossroads.?M@ n@ gement,?16(5), pp.574-592.Seidl, D. and Whittington, R., 2014. Enlarging the strategy-as-practice research agenda: Towards taller and flatter ontologies.?Organization Studies,?35(10), pp.1407-1421.Case study research Eisenhardt KM. 1989: Building Theories from Case Study Research. Academy of Management Review, 14(4): 532 – 550.Farquhar, J.D., 2012. Case study research for business. Sage.Perry C. 2001: Case Research in Marketing. The Marketing Review, 1:303 – 323.Siggelkow, N., 2007. Persuasion with case studies. Academy of management journal, 50(1), pp.20-24.Yin RK. 2003: Case Study Research: Design and Methods. California: SageMixed methods research Aguinis, H. and Molina-Azorín, J.F., 2015. Using multilevel modeling and mixed methods to make theoretical progress in microfoundations for strategy research. Strategic Organization, 13(4), pp.353-364.Creswell, J. W. & Plano Clark, V. L. (2011). Designing and Conducting Mixed Methods Research (2nd ed.), Sage Publication, Thousand Oaks, CA.Fetters, Michael D., Leslie A. Curry, and John W. Creswell. "Achieving integration in mixed methods designs—principles and practices." Health services research 48.6pt2 (2013): 2134-2156.Molina-Azorín, J.F., 2007. Mixed methods in strategy research: Applications and implications in the resource-based view. In Research methodology in strategy and management (pp. 37-73). Emerald Group Publishing Limited.Tashakkori, A., & Teddlie, C., (Eds.) (2003). Handbook on mixed methods in the behavioral and social sciences, Sage Publications, Thousand Oaks, CA.Research Focus AreaSupply Chain ManagementShort descriptionImplementation of private sector and public sector supply chain management, supply chain performance, supply chain management practices, sustainability, supply chain systems, SCOR model, Balanced Scorecard, Business PerformanceSupervision TeamNameEmailAcademic ProfileCapacityMr O Ncubencubeo@unisa.ac.zaOzias Ncube is a supply chain management specialist and operations researcher with a vast experience in project management, supply chain management (including procurement, logistics and operations management), quantitative analysis, operations research and business processes. He has more than 10 year’s practical experience in these areas. He is also conversant with the following: quantitative modelling, statistical analysis and modelling. He has supervised more than 30 MBL research students to completion with topics ranging from procurement, logistics and general supply chain competitiveness, including project management. He has published widely in local and international journals, and presented more than 30 papers in local and international conferences on the subject of supply chain management, procurement and logistics.2 DBL studentsProf Chengedzai Mafinichengedzai@PhD (Economics)D. Tech (Business)MSC (Strategic Management) BBA Advanced Diploma in Higher Education Diploma in Personnel ManagementVaries year to year and as students completeReading: Subject FieldThe following articles will assist the candidates/researchers in understanding the general research approaches used by the supervisor as well as some common research areasMafini, C. & Loury-Okoumba, WV. (2018). Extending green supply chain management activities to manufacturing small and medium enterprises in a developing economy. South African Journal of Economic and Management Sciences. 21(1), a1996. 10.4102/sajems.v21i1.1996Loury-Okoumba, WV. & Mafini, C (2018). Buyer-Supplier Relationships and Firm Performance in the Fast Moving Consumer Goods retail industry. Journal of Contemporary Management, 15(1) 850-878. Mashiloane, M. Mafini, C. & Pooe, D.R.I. (2018). Supply Chain Performance in the Dynamic South African Manufacturing Sector. Acta Commercii, 18(1), a547. ac.v18i1.547.Epoh, L.R. & Mafini, C., (2018), ‘Green supply chain management in small and medium enterprises: Further empirical thoughts from South Africa’, Journal of Transport and Supply Chain Management 12(0), a393. jtscm.v12i0.393.Masete, M.Z. & Mafini, C. (2018). Internal barriers to supply chain management implementation in a South African traditional university. Journal of Transport and Supply Chain Management 12(0), a389. 10.4102/jtscm.v12i0.389 Mafini, C. & Muposhi, A. (2017). Predictive analytics for supply chain collaboration, risk management and financial performance in small to medium enterprises. South African Business Review, 21, 311-338.Nguegan, C. & Mafini, C. (2017). Supply chain management problems in the food processing industry: implications for business performance. Acta Commercii, 17(1), a485. ac.v17i1.485.Research Focus AreasSustainability Marketing Short descriptionRecent business and climate crisis resulted in the growing concern for the sustainability. Organizations (Public sector, business sector, Non-profit, education and social institutions) are not aloof of these changes as they are trying to incorporate these environmental and social issues in their practices. It is important to understand that the sustainability marketing as a departure from profit-oriented conventional marketing and business practices. The domain of Sustainability Marketing explores and investigates areas like Green marketing; Cause-related marketing; Marketing in Society; Sustainable consumption and role of SDG’s (food, water and energy consumption); Sustainable consumer behaviour and practices like collaborative consumption, sharing economy, and circular economy; Consumer policy and sustainability. Supervision TeamNameEmailAcademic ProfileCapacityProf Neha Purushottampurusn@unisa.ac.zaAcademic Qualifications:PhD (Management Studies), MBA (specialization in Marketing)MA (Economics with specialization in Banking).Experience:Her work experience is comprised of teaching, research, consulting and working on various institutional and national level research projects. Since 2013, five of her research students’ won various awards at UNISA Research and Innovation Showcase.As an avid young researcher, she has authored several articles, book chapters and case studies in many international publications. Professional Affiliations: She is associated with American Marketing Association (USA), International Academy of African Business and Development (IAABD) Canada, International Management Research Academy (U.K.) and Allied Academics (USA).Varies year to year and as students completeReading: Subject FieldAndreasen, Alan R. "Social marketing: its definition and domain." Journal of public policy & marketing (1994): 108-114.Belz, F. and Peattie, K. (2012). Sustainability Marketing (2nd Ed.). United Kingdom: John Wiely & Sons Ltd.Charter, M. and Polonsky, M.J. (eds) (1999) Greener Marketing: A Global Perspective on Greening Marketing Practice. Sheffield Greenleaf.Crane, A. (1998) Exploring green alliances. Journal of Marketing Management 14(6), 559–79.Davis, J.J. (1991) A blueprint for green marketing. Journal of Business Strategy 12(4), 14–17Granger, A. and Purushottam, N. (2018). An examination of critical success factors for business incubation centres in South Africa. 19thInternational Academy of African Business and Development Conference Proceedings. Sustainable African Development and Self Reliance: Building Economic Bridges in a Multi-Polar World. Durban: South Africa, 108-115. (ISBN: 978-0-620-79641-5).Kilbourne, W. (1998) Green marketing: a theoretical perspective. Journal of Marketing Management 14(6), 641–56.Kilbourne, W., McDonagh, P. and Prothero, A. (1997) Sustainable consumption and the quality of life: a macromarketing challenge to the dominant social paradigm. Journal of Macromarketing 17(1), 4–24.Kilbourne, W. & Pickett, G. (2008), “How materialism affects environmental beliefs, concern, and environmentally responsible behavior”, Journal of Business Research, 61(9), 885-893.Kotler, Philip, and Gerald Zaltman. "Social marketing: an approach to planned social change." The Journal of Marketing (1971): 3-12.Ledwaba, L. and Purushottam, N. (2018). A preliminary exploration of cause related marketing practices in the South African retail sector. 19th?International Academy of African Business and Development Conference Proceedings. Sustainable African Development and Self Reliance: Building Economic Bridges in a Multi-Polar World. Durban: South Africa, 376-385. ?(ISBN: 978-0-620-79641-5).Peattie, K. & Collins, A. (2009). Guest editorial: perspectives on sustainable consumption. International Journal of Consumer Studies, 33, 107–112.Purushottam, N. (2019). Expanding research agenda for Sustainable Consumption and Social institutions- A case of South Africa (Chapter 13). In A. Gbadamosi (Ed.), Exploring the Dynamics of Consumerism in Developing Nations (pp. 284-300). Hershey, PA: Business Science Reference. DOI: 10.4018/978-1-5225-7906-9. Purushottam, N. & Rwelamila, P.D. (2016). Managing environmental collaborations at business schools by projects: Possibilities and a way forward in Spring, A. & Rwelamila, PD (ed). Governance and Business Policies: towards Sustainable African Business Development, Proceedings 17th International Academy of African Business and Development Conference Proceedings, Arusha: Tanzania, 610-618 (ISBN: 978-0-620-70935-4). Purushottam, N. (June 2014). Sustainable consumption and emerging markets: challenges and pathways. The Business & Management Review, Vol. 5, Issue 1, 169-176. [ISSN 2047-2854 (Print) ISSN 2047-2862 (Online)].Purushottam, N. (2013). Sustainability and Marketing Education: Emerging Research Themes in Soliman, K. (ed.). Vision 2020:?Innovation, Development Sustainability, and Economic Growth. Proceedings of 21th International Business Information Management Association conference, IBIMA USA: Vienna, Austria, 600-605. (ISBN: 978-0-9860419-0-7). Rwelamila P M D & Purushottam, N (2015). Green campus initiatives as projects: Can creating conducive internal university project environment a key to success? In: Raidén, A B and Aboagye Nimo, E (Eds) Proceedings 31st Annual ARCOM Conference, Association of Researchers in Construction Management, UK: Lincoln, 367-376. (ISBN: 978-0-9552390-9-0 (2 vols). Young, William, et al. "Sustainable consumption: green consumer behaviour when purchasing products." Sustainable Development 18.1 (2010): 20-31.Research Focus AreaSystem psychodynamic and Positive psychology in Leadership and Organisational behaviourShort descriptionA fusion of systems theory and psychodynamic theory provides insight into the unconscious (below the surface) behaviour of individuals, groups and organisations. Positive psychology focus on the strengths and virtues in individuals, teams and organisations.System psychodynamic theory explores the unconscious (below the surface) behaviour of individuals, groups and organisations. The theory may be applied to understand, improve and optimise the performance of individuals, teams and organisations. Positive psychology is a relatively new field and focus on the strengths and virtues of individuals, teams and organisations. Appreciate inquiry is a typical research methodology within this field.Supervision TeamNameEmailAcademic ProfileCapacityProf Sanchen Henninghennis@unisa.ac.zaAssociate Professor in Leadership and Organisational behaviour, Qualitative and quantitative Research methodology, MBL and MBA Research module co-ordinator4 DBLReading: Subject FieldFind articles related to your proposed topic in the South African Journal Entrepreneurship and Small Business Management, the South African Journal of Contemporary Marketing management, the South African Journal of Economic and Management Sciences and the South African Journal of Industrial Psychology.Research Focus AreaWomen in LeadershipShort descriptionInterrogates contemporary leadership issues for women in leadership, including workplace bullying, in both the public and private sector. Employs both the systems psychodynamics and Intersectionality lenses. Only supervise qualitative research.Supervision TeamNameEmailAcademic ProfileCapacityPeliwe Mngunimngunpp@unisa.ac.zaPhD, Swinburne University of Technology, Australia, 2008.Master of Business, Swinburne University of Technology, Australia, 2000.Master of Arts, University of Melbourne, Australia, 1998.BA Honours, University of Cape Town, South Africa, 1987.BAdmin, University of Transkei (Now Walter Sisulu University), South Africa, 1986.Research interests include women in leadership, workplace bullying and the systems psychodynamics of organisations, leadership and transformation. She is a member of the International Society for the Psychoanalytic Study of Organisations (ISPSO) and The International Association on Workplace Bullying and Harassment (IAWBH).Varies year to year and as students completeDr Elsa Thirion Venterelsa@markdata.co.zaMA Psychology (Pretoria), MBL (Unisa), D Litt et DPhil Consulting Psychology (Unisa)Dr. Elsa Thirion-Venter is a professional researcher with an academic background in Business Leadership and Psychology. She is registered as a Research Psychologist at the Health Professions Council and she is also a Southern African Marketing Research Association (SAMRA) Accredited Researcher (SAR). In 2016 the SAMRA Board conferred Honorary membership on her. She co-owns a marketing research company based in Gauteng since 1996. She lectures Research Methodology (for MBL) and media research and design psychology (for Masters in Research Psychology). In the past she also lectured statistics (MBA and Masters in Research Psychology) and economics (for MBA). She acts a supervisor and external examiner for MBLs, MBAs, MIBs and DBLs at the SBL (Unisa) and MSA.1 DBLReading: Subject FieldCrenshaw, K. W. 1989. Demarginalizing the intersection of race and sex: A Black feminist critique of antidiscrimination doctrine, feminist theory, and antiracist politics. University of Chicago Legal Forum, 1, 139-168.Crenshaw, K. W. 1993. Beyond racism and misogyny: Black feminism and 2 Live Crew. In: MATSUDA, M. J., LAWRENCE III, C. R., DELGADO, R. & CRENSHAW, K. W. (eds.) Words that wound: Critical race theory, assaultive speech, and the first amendment Davis, K. 2008. Intersectionality as buzzword: A sociology of science perspective on what makes a feminist theory successful. Feminist Theory, 9, 67–85.Dlamini J, 2013 The impact of the intersection of race, gender and class on Women CEO's lived experiences and career progression: Strategies for Gender Transformation at Leadership Level in Corporate South Africa. Littrell, R. & Nkomo, S. M. 2005. Gender differences in leader behaviour preferences in South Africa. Women in Management Review, 20, 562-580.Smith, A. N., Watkins, M. B., Ladge, J. J. & Carlton, P. 2018. Interviews with 59 Black Female Executives Explore Intersectional Invisibility and Strategies to Overcome It. Harvard Business School Publishing Corporation. ................
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