Beyond Grey Pinstripes

     

U. of Stellenbosch Business School

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U. of Stellenbosch Business School Victoria Street
Stellenbosch, ,
South Africa
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Demographic Information

Number of full-time MBA students (2011): 

38

Number of part-time MBA students (2011): 

90

Total duration of full-time MBA program: 

18 months

MBA faculty (Fall 2010): 

49

Females as percent of student body: 

32%


Description of MBA Program: 

The University of Stellenbosch Business School is proud of its pioneering status in South Africa as the first school to incorporate business ethics into its core curriculum, and again to be the first school to incorporate Environmental Finance into its MBA course. The school’s ESG drive was affirmed in 2007 when the new Vice-Chancellor of the bigger University of Stellenbosch articulated the theme of a Pedagogy of Hope for his term in office.



While fully supportive of world-class scholarship, the theme underscores that mere academic excellence will not guarantee that a university will play a meaningful and significant role in meeting the key challenges of South Africa and the African continent. The Vice-Chancellor challenged the University not only to become significantly different, but also significantly better as judged by its commitment to the future and the people of the continent. In operational terms it implies using the millennium goals as institutional focus area and development themes.



The Pedagogy of Hope holds the promise of multiculturalism, of unity, of overcoming divisions and inequalities. It is aimed at achieving the common good and advancing the communal interest, at promoting social cohesion and acting as an instrument of reconciliation and social and moral reconstruction. It also targets the achievement of justice and mitigates against corruption, exploitation, intolerance and a lack of compassion between communities and individuals. It is entirely in line with the EFMD’s Globally Responsible Leadership initiative, the AACSB’s views on Ethics Education in Business Schools and the Aspen Institute’s Beyond Grey Pinstripes initiative as well as the Principles of Responsible Management which USB has underwritten.



The USB redesigned its internationally accredited MBA programme in 2008 to position it behind the Vice-Chancellor’s vision but also to better prepare students for the complexities of the economic, social and environmental realities of global business that will become their inheritance, through the creation of a high-performance leadership pipeline that runs throughout the programme and contains a high degree of personalised interaction between student and faculty members. Functional disciplines are integrated to a far greater degree than before and themes like management of diversity, social entrepreneurship, systems thinking, economic development and sustainable business and environments, corporate governance and ethics are integrated across the entire curriculum.



The USB, in an effort to further broaden its social engagement in the community, has recently instituted a high level Advisory Group on Social Engagement which reports directly to the Head of School. The USB has also embarked a considered programme of study visits, for over 20 institutions, aimed at ensuring that students on other institution’s MBAs are brought into contact with and understand the challenges and dynamics of social differences in Africa and between Africa and the developed world.



How does the MBA program 'walk the talk' of social and environmental impact?: 

Numerous initiatives aimed at incorporating sustainable and responsible practices have been implemented on the USB campus over the course of 2010. It is important to note that the recycling and other sustainability initiatives undertaken by the USB are voluntary and not a response to legislation. There is no legislated recycling laws currently in South Africa.



Highlights of these initiatives include, but are not limited to;

  • Implemented a personalised electronic printing process has reduced printing waste - eliminating reprinting as a result of misplaced documents.
  • Changed all default paper printing options to double-sided has halved paper consumption on campus.
  • All electronic (E-waste) waste is recycled by a reputable firm.
  • All paper waste is recycled.
  • The campus acknowledges and partakes in the international Earth Hour.
  • An annual 'casual day' is held where all proceeds are donated to a local special-needs school.
  • A student sustainability committee undertakes various sustainability initiatives on an annual basis. Regular donations to charities (cash, equipment, gifts etc.) are made through this committee.
  • The Campus cafeteria donates clothing and food to an mental hospital for the indigent.
  • The executive development division of the USB runs Business Driven Action Groups. Groups of students are assigned to engage with a NGO, analyse their business model and then make recommendations.
  • The Africa Centre for Dispute Settlement (ACDS) at the USB ran the Delft School Mediation Project which trained 240 children and teachers at primary and secondary school in mediation and conflict management.  The ACDS Academic work is focused on community and/or the environment.  The ACDS is also a part of co-initiatives with community service providers (NGO’s, etc.) to provide pro bono training on conflict and dispute resolution for ALICT (www.alict.org) representing young Christian leaders from more than 20 countries.
  • The USB runs a Not for Profit Organisation (NPO) management programme which provides management training for managers in the NGO sector. This programme is heavily subsidised and annually a number of bursaries are awarded to NPO delegates
  • The Unit for Corporate Governance in Africa (UCGA) at the USB hosts seminars on: Promoting Transparency and Sustainability which provides updates on trends in Voluntary and mandatory Approaches to Sustainability Reporting.
  • The UCGA publishes in collaboration with the GRI, KPMG and UNEP on issues around sustainability reporting.
  • The UCGA does ESG research for the Public Investment Corporation which they then use to engage with listed companies.
  • Many staff and students regularly donate blood (the national blood service visits the campus regularly to take blood).
  • Recent student activities/initiatives in the community include the removal of invasive alien trees & cleaned the catchment area of local river.
  • USB is currently planning to install motion detectors to limit energy usage in the building.
  • Academic work focused on community and/or the environment: A lot of our research by students are focused on social/environmental and governance issues.
  • The Base of the Pyramid Learning Lab (BOP) is underpinned by the notion that business is good for development and development is good for business. This Unit is therefore concerned with partnerships between corporates and micro-enterprises at the base of the income pyramid. However, instead of only selling to the poor, corporates and companies co-venture businesses with BoP communities and together they co-create sustainable mutual value. 
  • USB Library staff donate gifts to the  Santa's shoebox project (www.santashoebox.com).
  • Library staff sold brandnew "old" handbooks (previous editions of prescribed books for the MBA programme) with the proceeds being donated to decided to an Old Age home.
  • The library donated money to a township creche in need of outdoor playground equipment.


 

Academic Department

Course Name: Applied Change Leadership
Instructor: Dr Dina Oelofsen

The skills and knowledge that the vast majority of individuals develop during the earlier parts of their careers are largely geared to fulfilling more clearly defined technical and tactical tasks. Almost the entire curricula of undergraduate qualifications also address these technical and tactical considerations, e.g. finance, engineering, accounting, HR, IR, etc.

The individual’s capacity to apply these competencies successfully and consistently is the primary reason for getting promotions. However, there is a clearly demarcated inflection point in any career: Once an individual is promoted into senior middle management, general management and executive roles, the right skills and knowledge regarding people, group behaviour, relationships, dynamics of change and self-mastery become the critical factors to success.

This course provides students with not only theoretical input, but also a practical approach to develop competencies in leading change within and in others.

Course Name: Broad Based Black Economic Empowerment
Instructor: Johnny Goldberg

Broad Based Black Economic Empowerment is aimed at bringing the historically disadvantaged population of South Africa into the mainstream economy. The aim of the module is to enable MBA students to understand the strategic issues surrounding Broad Based Black Economic Empowerment.

The emphasis is on how to implement and influence BBBEE ideas in their enterprises. The market knowledge around the strategy for implementation of BBBEE is very naïve. The aim of the module is to ensure deeper insight into legislation and practical implementation of a system that will change the way we work for the next 10 years.

Note: The approach followed will emphasise a strategic mind shift amongst delegates, insight into strategic planning around BBBEE, insight into BBBEE modeling and best practice in organisations, the legislative framework and the Codes of Good Practice.

Course Name: Business Environment
Instructor: Arnold Smit,, Daniel Malan, Deon Botha, Jako Volschenk

As the name suggests, Business Environment is a course aimed at sensitising students to the contextual environment of business, and providing them with frameworks and tools to respond to risk, or to gain from opportunity.

The course has a significant focus on how to create and maintain a viable for-profit business model within the globally changing context.

Specific aspects relating to ESG matters include the following:

• In the business law section, there is a strong focus on compliance to legislation, with some time spent on how legislation is used to drive social change. An example of this is the Black Economic Empowerment legislation that attempts to re-balance the South African economy in terms of racial equality.

• The environmental component focuses on changes in our natural environment, specifically seen from a systemic paradigm, i.e. the human impact (and business’s impact) on the environment. The section secondly focuses on the impact of the environment on business from a risk point of view, and the appropriate response from business. This section importantly concludes with a session about the appropriate strategic responses of companies to the opportunities posed by environmental problems. Some of the case studies included in these discussions include Du Pont, the BP Deep Horizon oil spill, and a number of South African case studies. We also had the sustainability stakeholder manager from Nedbank as a guest speaker. Some of the reading for this component includes “Green to Gold” and “Sustainability strategies – When does it pay to be green?”.

• In the societal dimension the focus is on corporate responsibility, corporate citizenship and socially responsible investment. Specific attention is given to the global context with reference to aspects such as the UNCG, the MDG’s, the GRI and the FTSE4Good and the South African context with reference to the King Report on Corporate Governance and the JSE SRI.

Course Name: Business Finance
Instructor: Dr Johan du P Smith

The course is primarily approached from a corporate viewpoint and emphasizes the planning aspect.

Although sustainability is not a separate topic in the course we certainly do expose students to sustainability issues.

For instance, in the capital budgeting section we analyze the viability of different energy solutions in a household wishing to make use of renewable energy solutions such as solar heating.

Not only are students exposed to elementary capital budgeting principles but also to the idea of the life-cycle cost effect of renewable energy solutions. We briefly also discuss the non-financial aspects of financial decision such as the impact on goodwill or social externalities.

Course Name: Business fundamentals
Instructor: Johan Burger

Amongst other topics, the Business Fundamentals course deals with systems thinking, and value-based management.

Students are exposed to an integrated worldview, in which governance is an important power of a systemic understanding of the company and society/industry at large.

Sustainable development and growth of the system (company/industry/society) is constantly addressed.

In addition to governance, the ethos of the system is addressed. In this perspective, the worldview, values, culture, and attitudes, as well as leadership philosophy are identified as important drivers of value in the system.

Course Name: Business Strategies for Frontier and Emerging Market Economies
Instructor: Mr Abdullah Verachia

As the South African private sector continues on the trend of rapid internationalisation following its previous years of isolation, the emerging market economies are fast providing new markets for South African capital, investment and management expertise. South Africa’s trade and investment relations are rapidly moving away from traditional to new emerging markets. Emerging Markets provide new challenges for management.

Operating in emerging markets requires new thinking around business strategy. Their respective environments of business are unique and require companies to tailor their market entry strategies in accordance with local conditions.

The aim of the course is to provide you with insight and operational understanding of formulating business strategy in emerging market and frontier economies. The course is devoted to identifying the origin of emerging & frontier markets, the unique challenges that a company faces in emerging markets and operational experiences of South African companies. The emerging market regions evaluated will focus on Africa and Asia.

2) Elective Aims and Outcomes

The objective of this course is to evaluate the rising significance of emerging markets in the global economy and explore the formulation of market entry strategy into each region. A number of questions are posed and considered:

• What forces are accounting for high growth of emerging market economies?

• What are the key management challenges when operating in emerging markets?

• What does the role of trade and investment liberalisation between emerging markets play in encouraging growth?

• What is the impact of the global financial crisis on emerging markets

• What is the relationship between state and business in emerging market growth models?

• What are the international strategies of “emerging market MNC’s”?

• How is risk to be evaluated in the emerging market world?

• Which states are the drivers in each respective region?

• How is business strategy formulated when entering and operating in emerging markets?

• What successful case studies are there of South African companies operating in emerging markets environments?

Course Name: Coaching for Alignment
Instructor: Dr. Dorrian Aiken, Dr. Caren Scheepers, Dr. Lloyd Chapman, Dr. Salome van Coller

The Coaching elective forms part of the MBA-programme and aims to develop coaches who will uphold a high standard of ethics and confidentiality. The students are often part of an organization’s core management or have the potential to be, with the responsibility to see to the application of coaching to enhance social systems and processes, through the art of meaningful conversation.

This is a unique development process which facilitates development by providing a safe space within which the coach acts as learning partner and sound board to the client.

The coach undertakes to keep to the following guidelines of ethical and social conduct:

• Inclusivity: The coach will conduct themselves in a way that demonstrates an understanding and respect for the dignity and diversity of all people. The coach/mentor is committed to the transformation of South Africa and the promotion of equal opportunities for all.

• Dignity: It is the primary responsibility of the coach to provide the best possible service to the client and to act in such a way as to cause no harm to any client or sponsor.

• Integrity: The coach is committed to functioning from a position of integrity, professionalism and personal responsibility. As a fundamental principle of ethics, the coach/mentor is accountable for their own conduct.

The core outcome is to ensure that each individual knows how to have an ethical, confidential, relevant and personally meaningful conversation with a client whose main aim is to grow, develop, perform better; behave in a socially responsible way and treat others with respect and dignity.

Course Name: Conscious Capitalism (International study tour to Bentley University)
Instructor: Tony Buono, Joel Deichmann, Raj Sisodia, Roy “Chip” Wiggins

The Conscious Capitalism elective is an international visit elective which is regarded as equivalent to three normal electives of the school. The course consists of four modules.

1. The Ethics and Accountable Leadership module presents issues related to these themes that are facing organizations in today’s economy and the changes affecting leaders’ responsibilities in the global marketplace. The session will involve a role play decision---making case, an exploration of tensions between shareholder and stakeholder models of business, a framework for thinking about ethical leadership and building an ethical organization, and an introduction to the emergence of conscious capitalism and its ramifications for organizations and their leaders. The session will be highly interactive with ample opportunity for conversation and questions.

2. Increasingly, businesses of every size and industry are affected by global competition. Global transportation and ICT infrastructure, interconnected financial systems, the globalization of culture, and the formation of new political and economic structures have created a dynamic environment that requires constant adaptation by firms. The Changing Context for Global Business module provides a macro-level survey of key changes that shape the context in which global companies operate, paying special attention to the global financial crisis, changing relationships between countries, and the impact of trade policies.

3. The world of business today is urgently in need of a new paradigm because “business as usual” is simply not working well any more. Public distrust of business is at historic highs; many employees, customers and other stakeholders of businesses are disconnected from and disillusioned with the companies they interact with. At the same time that its reputation is deteriorating, the reach and impact of business in the world is growing. Business today has more power than ever before to enhance or to diminish overall well-being in society. As its power and influence grow, so too must its sense of responsibility and “stewardship”/ trusteeship. The term “conscious capitalism” reflects the fact that more people today are at higher levels of consciousness about themselves and the world around them than ever before. This is due in part to natural evolution, but also to the rapid aging of society, which has resulted in a higher proportion of people in mid—life and beyond, when consciousness is elevated and higher level needs predominate. This section of the course focuses on the theory and practice of Conscious Capitalism

4. The Corporate Governance aspect of the course covers different issues related to the firm’s governance such as appropriate mechanisms for effective governance, ownership structure in large corporations, governance in mergers or corporate restructurings, and the role of boards and incentive compensation.

Course Name: Doing Business in Africa
Instructor: Prof Eltie Links, Prof Wolfgang Thomas

South Africa’s direct and indirect business and public-sector involvement on the rest of the continent has increased rapidly over the past 15 years. This interaction in trade, investment, supply of services, higher education and research co-operation as well as infrastructure linkages has had a major effect on South African business and economic dynamics. It has also influenced developments in many of Africa’s other 53 states and economies.

These interactions are likely to grow in future. Similarly, the challenges emanating from those interactions for business and the public sector are going to grow. In fact, they are becoming one of the most important challenges for managers in an increasing range of small, medium and large enterprises as well as the large corporates and parastatals, many of whom are “moving into Africa” as part of their global expansion.

The course touches on a vast number of development issues, including MDGs, labour migration, democracy in Africa and its effect on governance, etc.

Course Name: Economics
Instructor: Prof Andre Roux

The module provides MBA students with an overview of economic processes and basic economic concepts as they should be understood by managers, with the focus on South Africa and its interaction with global economic processes.

What is important to note is that this course is placed in the context of South Africa as a developing country and signatory to the MDGs. Issues touched on in this course include:

The causes and consequences of, and remedies for unemployment in a developing country context provides a natural introduction into the imbalance between the rapid growth in the number of middle income households and finite resources (the challenge of surviving prosperity) as well as a discussion about the distinction between economic growth and economic development.

Related to the clash between the marketplace and the environment, is the clash between democracy (the “developed country” paradigm) and authoritarianism (the “Chinese” paradigm). In this context we also deal with the clash between the developed world’s aging population and the developing world’s youth.

Under the topic of the major forces shaping the course of the world economy, some time is spent on the meaning and implications of globalisation and economic integration. The causes, consequences and longer term implications of the 2008/09 global economic recession form an important aspect of this discussion. Another topic around globalisation is the impact of China on Africa’s future.

A further theme in the course is Africa in the 21st century, specifically in terms of the new opportunities, but framed against the still existing obstacles such as poverty, poor infrastructure and human development needs.

Some other topics that are touched on include labour supply/demand, education and training, health and HIV/Aids, poverty and poverty alleviation, inequality, and narrowing the divide between rich and poor.

Lastly, the course aims to teach students to think wider than the “Western capitalist” model.

Students are required to do group presentations in which the group takes a position on an issue of controversy. In 2010 these included topics such as “The future of capitalism”, “Africa and China: Salvation or disaster for Africa?” and “Balancing economic and population growth with energy, food and water sustainability.”.

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Type of Offering

USB Masterclasses

Numerous masterclasses are run throughout the year, both at the campus and in other regional cities with a high concentration of USB students and alumni. The masterclasses are generally presented by visiting academics who have a unique insight into a specific field of study. These masterclasses are part of the commitment of the USB to the continuing education of our alumni.

USB Alumni Gala Fundraising Dinner
Type: Fundraising Event
Date: March, 2011

Fund-raising event initiated by alumni of the Business School to raise funds for the USB Social Impact Intiatives. All funds raised at this event are distributed to the various USB Social Impact initiatives, helping the USB achieve its social and environmental goals. These initiatives include the Future Fund of the USB Alumni Association which makes student bursaries available for the MBA and other USB programmes; subsidizes management training in the non-profit sector; and various other special projects for benefit of our students and our community. There is also an anually nominated charity that benefits directly from this event.

We Read for You

We Read for You is a book club with a difference that USB started during the course of 2008. We Read for You is a book discussion with depth and an academic underpinning. It is aimed at executives who are too busy to read the latest books on business and management.

Examples of books discussed during the year:

"How the Mighty Fall" by GRAHAM TERRY

"Outliers: The Story of Success" by MALCOLM GLADWELL

"Architects of Poverty" by MOELETSI MBEKI

"The Future of Management" by GARY HAMEL

"The Black Swan" by NASIM NICHOLAS TALEB

"Predictably Irrational" by DAN ARIELY

"Your Brain at Work" by DAVID ROCK

Alumni Refresher
Date: August, 2010

An Annual Seminar providing a refresher course for USB alumni, exposing them to the latest trends and thinking in management. The seminar is held three times in different cities.

Cape Town at the USB campus

Johannesburg

and in Windhoek, Namibia.

2010 Programme:

•Keynote Address by Francois Groepe, CEO of Media 24.

•Strategy session by Prof John Powell, new Director of the USB

•Scenario planning workshop by Prof Andre Roux, Director, Institute for Futures Studies.

•Leadership session by Prof Julian Sonn, Professor Extraordinaire at the USB

•Sustainability, a panel discussion with leading academics in the field

•Knowledge management by Dr Juani Swart

Leader's Angle speaker series

The University of Stellenbosch Business School hosts a monthly event, Leader's Angle, where high-level speakers present topics of interest to students, alumni and the business community. Many of these topics address the current social and environmental issues and challenges that South Africa faces.

Bottom of the Pyramid Learning Lab: Lunch-hour workshops

Lunch-hour workshops of the Bottom of the Pyramid (BoP) Learning Lab take place regularly. Divisions of corporate social investment units of large companies share their case studies.

Examples of topics:

- Informal business activities in the Western Cape
- Technology solutions for emerging markets
- An efficient, modern and affordable road public transport system in Cape Town for the lower income group
- Health through nutrition to the masses
- Community phone-shop initiative: a micro-franchise model
- The Collect-a-Can NGO
- 7000 Containers deployed in 1800 projects (schools and clinics) benefiting 100,000 people and creating employment for 5000 entrepreneurs
- Micro-enterprise finance products of a SA bank
- Photovoltaic panels in an emerging market such as SA

The Crucial Role of Good Governance for a Sustainable African Future
Date: April, 2010

Organised by the Unit for Corporate Governance in Africa, University of Stellenbosch Business School

Sponsored by the University of Stellenbosch and the Public Investment Corporation

Endorsed by the Principles for Responsible Management Education, United Nations Global Compact

This conference took place at the Cape Town International Convention Centre from 20 to 21 April 2010 and brought together international and local corporations, academics and representatives of civil society to debate and reflect on the importance of good governance for a sustainable African future. The keynote address was provided by Nobel Peace Prize winner, former under-secretary of the United Nations and former president of Finland, Martti Ahtisaar.

Speakers & Topics Presented:

"Official Opening"

•Prof Bob Garratt, Chairman, Unit for Corporate Governance in Africa

•Prof Russell Botman, Rector and Vice-Chancellor, University of Stellenbosch

•Brian Molefe, CEO of Public Investment Corporation

"The Role of Governance for a Sustainable African Future"

Sir Mark Moody-Stuart, Chairman, Hermes Equity Investment Services (by video link)

"Building a Better Life for All – The Crucial Role of Partnerships between the Private Sector, Public Sector and Civil Society"

President Martti Ahtisaari, Nobel Peace Prize Winner and former president of Finland (by video link)

"Democracy and Governance – Two Sides of the Same Coin?"

Ms Gill Marcus, Governor, South African Reserve Bank

"Carrots or Sticks? Voluntary Standards versus Regulation"

Prof Oliver Williams, Board Member, UN Global Compact Foundation, &

Mr Bobby Godsell, Co-chairman of Business Leadership South Africa

"Environmental Issues"

Jonathon Hanks, Chief Executive Officer, Incite Sustainability, &

Simon Susman, Chief Executive Officer, Woolworths &

Ravi Pillay, Corporate Communications and Public Affairs Director, Nestlé Southern African Region &

Ian Hirschfeld, Director: Corporate Brand & Public Policy, Coca-Cola Africa

"Social, Labour and Human Rights Issues"

Ms Futhi Mtoba, Board Member, UN Global Compact and Chairperson, Deloitte South Africa &

Dr Iqbal Surve, Chairman, Sekunjalo Capital &

Prof Ralph Hamann, Associate Professor and Research Director, UCT Graduate School of Business

"The Role of Business Schools"

Jonathan Cook, Chairperson, African Association of Business Schools and Executive Director, Gordon Institute of Business Science

"Anti-Corruption Issues"

Phil Armstrong, Head, Global Corporate Governance Forum, & Prof Kwame Frimpong, Dean, School of Governance, Ghana Institute of Management and Public Administration (GIMPA)

"The New Governance Policy of the Government Employees Pension Fund (South Africa) and Results of the Public Investment Corporation Governance Rating Matrix"

Brian Molefe, CEO of the Public Investment Corporation, &

A representative of the Government Employees’ Pension Fund, &

Thina Siwendu, Senior Research Fellow, Unit for Corporate Governance in Africa

"Achieving Best Corporate Governance Practice – Ways Forward"

Lynn McGregor, International Consultant and Senior Research Fellow, Unit for Corporate Governance in Africa

Africa Day Conference
Date: May, 2010

An annual conference commemorating Africa Day. The event is designed to showcase and encourage debate on Africa's future. A close relationship with local entreprenuers from disadvantaged backgrounds forms an intergral element of the event. The event is used to raise managerial awareness in the context of of African social and community issues.

Programme:

Registration & Showcasing of local entrepreneurs and their products

Live music of Africa

"Panel discussion: The challenges of Africa’s business development." The panel includes business leadership, USB academics and younger generation entrepreneurs.

Panel leader: Prof Wolfgang Thomas.

Guest address:

"Africa: From forgotten continent to an emerging power - Africa’s contribution to the world"

Professor Wiseman Nkuhlu, academic, chairman and director of companies

Career Centre

The Career Centre forms an integral part of the MBA Personal Leadership Journey. During the first stage of the MBA each student must arrange an appointment with the Career Officer. The first Personal Leadership Development Discussion is then based on feedback on the Occupational Personal Questionnaire (OPQ) which was completed as part of the selection process. Insights gained from this discussion as well as the Development Action Planner which is drawn up, must be used in the reflection journals.

Prospective students receive career counseling from the Career Centre prior to their MBA studies to ensure that they link their studies to future career objectives. During their studies the focus falls on personal, leadership and career development through the integration of psychometric tests and feedback sessions and counseling services. Assistance is also given with the design of personal development and marketing plans.

Center for Development Policy and Partnership
Business School Housing? No
Number of Faculty: 3
Contact Name: Prof Eltie Links
Contact Email: el@usb.ac.za

This Center is concerned with human development: unlocking of the intellectual capital of Africa; poverty reduction; regional economic integration; partnerships between the corporate sector and micro-enterprises at the base of the income pyramid; local economic development and the "second economy"; foreign direct investment; and Africa’s development through trade, debt relief, and aid. Monthly Base of the Pyramid Learning Lab (BoP) meetings are held where case studies are presented that demonstrate collaboration between corporates and micro-businesses in communities at the bottom of the income pyramid.

Bottom of the Pyramid Learning Lab (BoP)
Business School Housing? No
Number of Faculty: 1
Contact Name: Wolfgang Thomas
Contact Email: wthomas@usb.ac.za

The Bottom of the Pyramid Learning Lab (BoP) functions as a unit within the Center for Development Policy and Partnership. It also forms part of a country-wide initiative which started with a grant from the Kellogg Foundation in the USA.

This unit brings the corporate sector and township entrepreneurs and micro business together in search for solutions. Monthly Base of the Pyramid Learning Lab (BoP) meetings are held where case studies are presented that demonstrate collaboration between corporates and micro-businesses in communities at the bottom of the income pyramid.

Unit for Corporate Governance in Africa
Business School Housing? Yes
Number of Faculty: 3
Contact Name: Daniel Malan
Contact Email: Malan Daniel USB <Daniel.Malan@usb.ac.za>

This unit conducts multi-disciplinary research and educational and development activities with the aim of improving the effectiveness of corporate governance in African organizations. The unit collaborates with organizations throughout Africa to promote good governance and ethics. It has launched a competition to collect a database of good governance case studies from the African continent to serve as models.

Institute for Futures Research
Business School Housing? Yes
Number of Faculty: 4
Contact Name: Andre Roux
Contact Email: André@ifr.sun.ac.za

Established in 1974, the Institute for Futures Research (IFR) is a research institution of the University of Stellenbosch specialising in futures studies primarily as a support service for knowledge and strategic management. The IFR’s research focus is on

Africa Center for Dispute Settlement
Business School Housing? Yes
Number of Faculty: 2
Contact Name: Prof Barney Jordaan
Contact Email: Barney Jordaan <barney@masconsulting.co.za>

This Center forms an African hub for dispute settlement theory and practice. It addresses the increasing need to settle disputes at an early stage, using alternative forms of dispute resolution (such as dialogue, negotiation and mediation rather than costly litigation). The Center focuses on research, development and publication; teaching and training; consultation and system design; and conferences and workshops.

The patron of the Center is Archbishop Emeritus Desmond Tutu. The governing body includes representatives from USB and the Faculty of Law, Stellenbosch University, and external sponsors.

The centre has just launched a Postgraduate Diploma in Dispute Settlement for 2011.

Sustainability Committee of the USB's full-time MBA class

The Sustainability Committee of the USB's full-time MBA class with help and assistance from staff of USB Executive Development (USB-ED) collected and donated many items of clothing, blankets and shoes to the charity organisation the Cape Flats Development Association (CAFDA).

The committee started a drive to collect blankets, warm clothing and groceries for the underprivileged during the winter.

Following the example of the MBA full-time class and USB-ED, the USB's modular MBA students also assisted and gave donations too.

The Sustainability Committee also organised the cleaning of a piece of land where the indigenous "Renosterveld" is under threat. This included the cutting down of invasive tree species in the area.

Sustainability Association of the full-time MBA class at the University of Stellenbosch Business School

The newly launched Sustainability Association of the full-time MBA class at the University of Stellenbosch Business School did a clean-up of a dam site as part of Earth Day 2010.

Members of the Sustainability Association approached the local municipality recently to offer their time. A piece of Renoster veld was identified as an area that needs rehabilitation. The area is marked for public recreation, but its present poor state does not allow for this.

A group of MBA students started cleaning the land around the dam of all kinds of waste. They were joined by USB staff members. for the Earth Hour initiative in which more than one billion people worldwide participated.

Materialism and indebtedness of low income consumers: evidence from South Africa’s leading catalogue retailer
Author(s): ; Smit, E

In South Africa, studies have found changes in consumption and credit usage over time to be significant amongst lowincome
consumers. Yet, there has been limited empirical research on consumer behaviour in South Africa and even less on
low-income consumerism. This study, which explores the relationship between materialism and indebtedness among a
sample of low-income, instalment paying consumers of South Africa‟s largest catalogue retailer, aims to augment our
understanding of these phenomena, whilst making some international comparisons.
The study assesses whether (i) consumers display strong characteristics of materialism and (ii) whether materialism is a
significant variable in predicting the consumers‟ propensity for incurring debt. It is concluded that low-income consumers
are indeed highly materialistic. The study further suggests the presence of statistically significant relationships between
consumers‟ levels of indebtedness and the demographic variables age and gender. However, materialism and monthly
income are not significant in determining a consumer‟s level of indebtedness.
While the decision to conduct the study on client data from one particular retailer, limits the extent to which the findings
can be generalised to the larger South African population, the results do provide a number of important insights, which
contribute to the scant body of literature on low-income consumer behaviour in the RSA.

Journal Title: South African Journal of Business Management Volume: 41 Edition: 4 Page Numbers: 11-33
Responsible investing in South Africa
Author(s): ; Smit, E.

Given growing interest in the phenomenon of Responsible Investing (RI), both locally and internationally, the purpose of this
paper is to provide an overview of the RI sector in South Africa. It focuses on the definition and characteristics of RI within the
South African context; the size and nature of the local RI sector and the obstacles which impede on the growth of the local RI
sector. Recommendations are made on overcoming these barriers. It is suggested that local institutional investors drive the rebranding of RI in South Africa and that more RI products be developed to cater for the diverse needs of RI investors, both locally
and internationally.

Journal Title: Investment Analysts Journal Volume: 69 Edition: Page Numbers: 3-16
Word-of-Mouth Marketing to a Female Emerging Market: A South African Perspective
Author(s): ; Herbst FJ

The buoyant black middle class in South Africa are still underplayed and sometimes ignored by marketers. Their specific frame of reference and the context of their background call for a marketing approach based on true insight into their attitudes, values and belief systems. Black middle-class women are gaining economic and influential ground by the day. Word-of-mouth is an integral part of their life and networking culture, especially standing with one foot in a Western world and another in their traditional African roots and culture. Trusted advice from relevant sources is now needed more than ever before for guidance in their quest towards self-actualisation.

Journal Title: Journal of Digital Marketing Volume: 1 Edition: 2 Page Numbers: 107 – 127