master of management in innovation studies · hec paris and warwick. 1998 ... (mba) • master of...

MASTER OF MANAGEMENT IN INNOVATION STUDIES

INNOVATION FOR DEVELOPM

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INNOVATION FOR DEVELOPM

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01

1968

Wits Business School is established with a core focus to drive transformation through knowledge development. The first WBS EDP programme is launched in partnership with Stanford University.

1970

WBS enrolls its first MBA intake. Full-time and part-time structures are made available.

1980

WBS launches Post Graduate Diploma in Management (PDM) in response to the market need for specialisation. Two programme stuctures are available and these are PDM in Business Administration and PDM in Human Resources.

1992

WBS is admitted to the Partnership in International Management (PIM) network. PIM is an international consortium of higher education institutions, outstanding in their field and providing a graduate equivalent degree in management. The PIM network has more than 50 leading international business schools, such as Duke, Cornwell, UCLA, University of Chicago, Indiana, North Carolina, HEC Paris and Warwick.

1998

Harvard Business School teaches a series of courses at WBS.

MM IN INNOVATION STUDIES

WBS’s history of excellence

MASTER SERIESFOR THOuGHT LEADERS WHO WANT TO SEE THE BIGGER PICTuRE.

• Master of Business Administration (MBA) • Master of Management in Finance and Investment (MMFI)• Master of Management in Entrepreneurship and New Venture Creation (MMENVC)• Master of Management by Research (MMR)• Master of Management in Innovation Studies (MMIS)• Master of Management in Business Executive Coaching (MMBEC)

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Contents

2000

The Higher Education Quality Committee reaccredits the WBS MBA Programme, awarding the school 8 commendations out of 13 criteria.

WBS becomes a member of Graduate Management Administrations Council (GMAC), setting WBS on yet another Higher Education global footing.

2000-2006

Wits MBA is ranked No. 1 in South Africa by the Financial Mail. WBS is accepted as a member of the Association to Advance Collegiate Schools of Business (AACSB).

2008

Centre for Entrepreneurship is established to respond to the growing need for such training in the country, as well as globally.

2010

WBS launched two specialised master programmes, Master of Management in Finance and Investment and Master of Management in Entrepreneurship and New Venture Creation.

AMBA (Association of MBA’s) accreditation re-awarded for a further 5 years.

2011

WBS will launch a further two Master of Management programmes in Innovation Studies and Business Coaching.

02

WBS’S HISTORY OF EXCELLENCE 01-02

MESSAGE FROM ACTING HEAD OF SCHOOL 03

BACkGROuND 04

PROGRAMME STRuCTuRE 05-06

PROGRAMME DIRECTOR & FACuLTY 07-08

CuRRICuLuM FOR THE MASTERS OF MANAGEMENT IN THE FIELD OF INNOvATION STuDIES 09-10

APPLICATION PROCESS 11-14

ABOuT WITS BuSINESS SCHOOL 15-16

Innovation is the cornerstone of sustained economic growth and prosperity. In a globalised world in which countries and firms compete fiercely to buy and sell their products and services, innovation is a key driver of competitiveness.

OECD & World Bank

Dear Prospective WBS Student

The focus at Wits Business School (WBS) is on providing our students with a globally competitive business education. Proof of our success in this endeavour is the large number of WBS graduates who hold high corporate office in organisations both locally and abroad.

You can be sure that when you leave the school you will be well equipped not only for the international job market, but with the ability and knowledge to strike out on your own and blaze new business trails.

Accreditation by a number of leading international organisations, including the Association of MBAs (AMBA), and the Programme in International Management (PIM), attest to the high regard a WBS degree holds in the business world. The school is also a founding member of the South African Association of Business Schools.

One of the major strengths of WBS lies in our faculty. Here you will learn from a diverse group of men and women who offer you a truly international business perspective. Another major strength is the WBS teaching methodology which is grounded in both theory and real-life business practice. And our careful selection criteria ensures that not only do our students achieve impressive results, but they also make a meaningful contribution in the classroom.

Looking ahead, our vision is to constantly keep abreast of the latest developments in order to meet the changing needs of business and society. Additionally, as Africa’s leading business school we will also ensure that our curriculum remains relevant to our students and the market, while raising our profile internationally and broadening our presence in Africa. And, it goes without saying, we will continue to produce graduates who can play a meaningful role in South Africa’s rapidly expanding economy.

For anyone wanting to expand their business acumen and gain the ability to thrive in a competitive marketplace, you can do no better than enroll in WBS.

Looking forward to hearing from you.

Dr Wendy NgomaActing Head of School

Message from Acting Head of School

Dr WenDy ngoma: aCTIng HeaD oF SCHooL & DIreCTor

MM IN INNOVATION STUDIES03

The potential for a global sustainable golden age is certainly available. Driven by the financial booms, information technology has radically transformed the infrastructure networks for communication and this has opened a vast range of opportunities for innovation across all sectors of the economy. The environmental challenges are signalling an obvious direction for innovation that could be unleashed by strong and stable regulation. A virtuous cycle of mutual market growth can be set up through full globalisation and regional re-specialisation among developed, emerging and developing countries. But not all growth and development potentials come to fruition.

Carlota Perez

Innovation is at the heart of the process of finding solutions to such urgent global problems as sustaining future livelihoods in the face of the increasing polarisation of wealth and destitution, the growing scarcity of vital resources like food and water, and the disruption of human populations by changing climatic pattern. Countries around the world are experimenting with models that place science and innovation at the heart of government’s thinking and strategies and encourage multi-stakeholder collaboration.

Loyiso Nongxa

The Master of Management in Innovation Studies is an interdisciplinary programme that engages with an investigation of how innovation and its impact on economic growth and development can be shaped for the achievement of broad societal goals. It is acknowledged that economic growth and development are driven by innovation and this in turn affects all sectors of a society. It will contribute to creating a generation of policy makers, scholars, and business leaders who have an understanding of the drivers of innovation and a concern for equitable, human-centred development. The MM Innovation Studies programme draws on disciplinary traditions in management, public policy, humanities, social sciences and natural sciences. It is this breadth of knowledge that the graduates will require to skillfully engage in shaping innovation for development.

Scholars within the field of innovation management and innovation studies have recognised and acknowledged the need to understand and investigate innovation from a developing country perspective and there is growing interest in identifying the role of firms in producing innovation outcomes that are beneficial for society. At the policy level, there is concern about aligning science, technology and innovation systems with broad developmental objectives. This proposed programme anticipates and responds to all of these drivers. By participating, students and faculty are well positioned to contribute to the global discourse in an area of political and economic significance.

The programme draws on the richness of the academic offerings available throughout Wits University and provides specialist content in innovation studies, itself a growing and dynamic field of study. The curriculum takes open learning and collaboration seriously and anticipates a faculty that is drawn from expertise within the University and across the globe. We expect to attract students from outside the borders of South Africa and are open to tailoring course offerings to accommodate the requirements of institutions closer to home.

The programme is designed for individuals with relevant undergraduate degrees (in for example, business, economics, social sciences, natural sciences, engineering, law) who intend to pursue careers in specific areas of innovation management or innovation policy in business, academia, development institutions or other civil society organisations. It is attractive to mid-level career professionals who are working within agencies responsible for developing and executing innovation policy and programmes at municipal, regional or national level.

Background

04

Programme Structure


PART-TIME (JANuARY 2011- NOvEMBER 2012)

There are three compulsory courses:

Science, Technology, Innovation and SocietyStrategic Management of InnovationResearch Methods Seminar

Policy and Development

Innovation policy issues for developing countriesInnovation and the Bio-Based EconomyInnovation and Energy systems

Management

Organisational Theory and Managing InnovationOrganisational Strategy and InnovationDesign and InnovationStrategic Foresight in Innovation

Courses providing foundational understanding and specialist knowledge

SOCl7050 - Advanced Research Methodology GRAD7017 - Economics and Sociology of DevelopmentGEOG7014 - Urban problems in Developing WorldGEOG7019 - Small Enterprise Development GEOG7024 - Globalisation of Agro-Food SystemsGEOG7025 - Environmental ManagementINTR7042 - The International Political Economy of DevelopmentINTR7047 - Economic Globalisation and African DevelopmentPOLS7006 - Development Theories, Issues and StrategyPHIL 7014 - Philosophy of SciencePHIL 7015 - Philosophy of Social ScienceSOSS7006 - Instutional Reform, Poverty Reduction and DevelopmentSOCL7012 - Global Institutions and Economic Restructuring

Research dissertation which demonstrates achievement of learning outcomes from the course based aspects of the programme as an empirically based project.

All part-time students in the 2011 cohort will be expected to graduate by end of 2012. The MM Innovation Studies will not have a new intake in 2012.

ELECTIvES

DISSERTATION/THESIS

3rd Quarter Year One through2nd Quarter Year Two Seven electives selected from courses listed here and final programme design requires approval

1st Quarter and 2nd Quarter Year One

Research to be completed by July 2012

CORE COuRSES

Registration07 January 2011

The full-time programme is expected to be completed within a maximum of twelve months, including the completion of the research component. However, flexibility will be provided for the research component to be extended beyond twelve months in circumstances where the content of the research draws on the professional work of a student. For part-time students, the programme can be completed within two years. The programme is comprised of three parts: three core courses, seven elective courses and a research component.

OrientationLate January 2011

06

There are three compulsory courses:

Science, Technology, Innovation and SocietyStrategic Management of InnovationResearch Methods Seminar

Policy and Development

Innovation policy issues for developing countriesInnovation and the Bio-Based EconomyInnovation and Energy systems

Management

Organisational Theory and Managing InnovationOrganisational Strategy and InnovationDesign and InnovationStrategic Foresight in Innovation

Courses providing foundational understanding and specialist knowledge

SOCl7050 - Advanced Research Methodology GRAD7017 - Economics and Sociology of DevelopmentGEOG7014 - Urban problems in Developing WorldGEOG7019 - Small Enterprise Development GEOG7024 - Globalisation of Agro-Food SystemsGEOG7025 - Environmental ManagementINTR7042 - The International Political Economy of DevelopmentINTR7047 - Economic Globalisation and African DevelopmentPOLS7006 - Development Theories, Issues and StrategyPHIL 7014 - Philosophy of SciencePHIL 7015 - Philosophy of Social ScienceSOSS7006 - Instutional Reform, Poverty Reduction and DevelopmentSOCL7012 - Global Institutions and Economic Restructuring

Research dissertation which demonstrates achievement of learning outcomes from the course based aspects of the programme as an empirically based project.

All full-time students in the 2011 cohort will be expected to graduate by June/July 2012. The MM Innovation Studies programme will not have a new intake in 2012.

ELECTIvES

DISSERTATION/THESIS

3rd Quarter Year One through4th Quarter Year One Seven electives selected from courses listed here and final programme design requires approval

1st Quarter and 2nd Quarter Year One

Research to be completed by February 2012 and done in parallel with electives

CORE COuRSES

FuLL-TIME (JANuARY 2011- JuNE 2012)

Registration07 January 2011

OrientationLate January 2011


Programme Director & Faculty The team of persons involved in teaching on the programme will include academics from Wits Business School, other faculties and schools at Wits University, scholars from other SA universities and international partners.

BSc Hons, University of the West Indies, MBA George Washington University, ASC, Kiel Institute of World Economics, Germany, DPhil Science and Technology Policy SPRU, University of Sussex, UK

Gillian Marcelle is an Associate Professor: strategy and innovation, Wits Business School. She focuses her research and teaching on strategy, innovation and capability building. She is an active policy and academic research scholar with more than twenty years experience gained in developed and developing country settings. Her research interests include firm-level capability building and learning, industry dynamics: telecoms and IT sector, contemporary South African business and investment climate, corporate social responsibility and social entrepreneurship. She provides academic leadership for programmes to develop research and policy making capacity in Science, Technology and Innovation and supervises twenty masters and doctoral students. She teaches courses on strategic management and led the curriculum design and development of the programme. In addition, she leads a research group on Strategic Management of Innovation, which has an active seminar programme and a working paper series. Earlier this year, she was involved in the organisation and hosting of an international symposium on innovation and development http://innovationsymposium.wits.ac.za

EMERITuS PROFESSOR MARTIN BELL

Martin Bell, Emeritus Professor at SPRU- Science and Technology Policy, University of Sussex, is an historian and economist. He contributed extensively to SPRU MSc and DPhil teaching for many years, and was the Director of Graduate Studies at SPRU from 1997 to 2003. His research and consultancy interests have been concerned with the development of scientific and technological capabilities in Asia, Latin America and Africa- addressing such issues as: the emergence of sectoral and national innovation systems; the evolution of cluster knowledge systems; the management of technology in firms , especially in relation to imported technology; and the technological role of MNEs in host economies. His current interests centre on the dynamic roles of these capabilities in both the long-term evolution of innovation systems in developing countries and the structural diversification of their economies. He has published widely on these issues and is currently one of the Editors of the journal Research Policy. He has acted as a consultant on numerous studies of aspects of innovation systems in a range of countries – including acting as one of the two lead consultants on an OECD review of the national innovation system in South Africa.

PROFESSOR DAvID kAPLAN

David Kaplan is Professor of Business Government Relations in the Economics Department at the University of Cape Town. He has a long engagement in policy-oriented research and in working with and in government. From 2000-2003, he served as the first Chief Economist at the Department of Trade and Industry. From 2004 to 2010, he was Chief Economist (part-time) at the Department of Economic Development and Tourism, Provincial Government of the Western Cape. He has worked extensively in the area of science and technology and was the coordinator of the S&T Green Paper and a contributor to the S&T White Paper. He has also served as a member of the National Advisory Council on Innovation. He has undertaken work for a number of agencies including the World Bank, the EU and the IDRC (Canada). He is currently engaged in a major research project on commodities in Africa, funded by the IDRC and two projects with the World Bank in the area of technology. As an academic, his work has been published widely in the areas of industrial development and policy, technology and technology policy, telecommunications and economic development.

DR THOMAS POGuE

B.A., M.A. Economics University of Nevada, PhD Maastricht University

Thomas Pogue is a Senior Regional Economist with the Business Forecasting Center at the University of the Pacific. He is also Country expert for South Africa through the European Commission’s ERAWATCH Research Inventory Service. His research focuses on three inter-related themes: collaborative innovation, human resource mobility, and systems of innovation. Prior to joining Pacific, he worked at several research institutes including the Council for Scientific and Industrial Research, Tshwane University’s Institute for Economic Research on Innovation, and the University of Cape Town’s Development Policy Research Unit. In that work an initial concern with sustainable regional economic development in rural mineral dependent communities evolved into an interest in the economics of technological change and its relationship to development. He has taught economics at several higher education institutions, including Maastricht University in The Netherlands, the University of Cape Town, and the University of Nevada, Reno in the United States.

Hosting of the FIFA World Cup South Africa 2010 tournament has provided a tremendous opportunity to upgrade technological capabilities and promote innovation. In addition to the physical legacy in terms of stadia and improved transport systems, importantly, there is the potential for business-system innovation as a result of the stretch-factors experienced during the World Cup preparations and delivery. This extends to media and ICT, security and immigration, tourism and hospitality, and architecture.

Gillian Marcelle

PROGRAMME DIRECTOR PROFESSOR GILLIAN MARCELLE

DR JO LORENTzEN

American University, MA International Affairs, PhD European University Institute

Jo Lorentzen is a Chief Research Specialist within South Africa’s Human Science Research Council (HSRC). After training in the US for his masters and in Italy for his PhD, Jo worked at universities and research institutes in Europe and in the US for a decade during which he taught courses on international business and economic development. In the early 1990’s he helped set up the Central European University in Prague and Budapest which was probably the first modern social science institute catering specifically for postgraduates in the transition countries of Eastern Europe and Central Asia. In South Africa since 2003, he built up a team at the HSRC which studied the impact of innovation on development in latecomer and poor countries and regions. In terms of the geographical coverage of its projects, this team constituted one of the most international research groups in the country. He is involved in global research networks spanning partners both in the North and South. At local and national level, he advises SA government agencies on industrial and innovation policy. Internationally, he has worked with the World Bank on STI topics.

DR. MzIWANDILE MADIkIzELA

MBA Wits, Certificate in Technology Management, University of Pretoria, PhD Biochemistry, University of Iowa

Mzi Madikizela has worked in the chemicals, biotechnology, transport and petrochemicals industry in South Africa. In 1998 he was part of the Foresight Task team for the manufacturing sector, an initiative of the then Department of Arts Culture Science and Technology. In 2007 he was a member of a task team that made recommendations to the Minister of Science and Technology based on recommendations that were made by the OECD review of the SANSI. He has extensive knowledge in national and regional systems of Innovation. Currently he provides consulting services mainly on science policy, technology and innovation management to government departments and agencies especially the Departments of Science and Technology, Health, Agriculture and Trade and Industry. In 2006, Dr. Madikizela collaborated with CREST, a research team from University of Stellenbosch, in a 22 country case study of S&T profiles of African countries that was commissioned by the Department of Science and Technology. His team also developed regional profiles of S&T systems of the Arab MAGHREB Union and SADC. Another key deliverable was a report on potential sources of funds for S&T in Africa and strategies for leveraging such funds.

ADAM GORDON

BA, M.Arch (Witwatersrand); MSc. Strategic Foresight (University of Houston); MBA (INSEAD-Wharton)

Adam Gordon is the director of Adaptive Futures, a UK-based consulting and executive education firm specialising in industry foresight for business and public-sector organisations. Over the past 15 years, he has led numerous business foresight and strategy projects helping enterprises anticipate changing industry conditions and competitive threats and opportunities worldwide. Adam was a Senior Associate at the Washington DC business foresight think-tank, Coates & Jarratt Inc. from 1996. He has been prominent in leadership of professional associations and leadership forums, including the World Future Society, Washington DC; and Shaping Tomorrow, UK. He is on the Editorial Board of World Future Review, Washington DC, and has been published in various periodicals, including Foresight (Wharton), Industry Week (US) and Directorship SA. Adam has taught MBA and EMBA students in various programs around the world, including INSEAD and Monash Australia, and is advisor to the Regent University MA in Strategic Foresight (Virginia, US). He is the author of Future Savvy, American Management Association Press, 2009.

RADHIkA PERROT

B.Sc Hons (Economics), University of Calcutta (India); M.A (Economics), M.S University of Baroda (India)

Radhika is pursuing a PhD from UNU-MERIT, the Netherlands focusing her research on innovation, firm strategies and alternative energy. Her research interest includes analysing the impact of energy policies on innovation, firm innovation activities and understanding and researching systems of innovation and its impact on the transition towards energy sustainable systems. She has presented her work at various conferences and academies around the world including Globelics, International Conference on Innovation and Management (ICIM) and at the ETH-Zurich, Switzerland on Technology and Sustainability. She has worked on various research projects both in Brussels and South Africa, including generation of future energy consumption scenarios for the Gauteng government and the trading of green energy certificates. She is currently co-supervising a PhD student at the Tshwane Institute of Technology, Pretoria, the title of the thesis is ‘Contribution of Renewable Energy towards Climate Change Mitigation and Energy Challenges in South Africa’. She is also engaged in an IRDC (Canada) and UNU-MERIT (The Netherlands) funded project for developing Science and Technology (S&T) indicators in the informal sector of South Africa, which she hopes to use the experience in the creation of innovation indicators in the rural electrification sector of Southern Africa.

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CurriculumThe curriculum is constructed as shown:

A. CORE COuRSES

Science, Technology, Innovation and Society This core course introduces the central propositions and intellectual foundations of the programme. It provides a historical account of the role of science, technology and innovation in economic and social development. The course provides the building blocks for students to critically assess the role played by innovation and to better understand the possibilities for shaping and socially constructing outcomes from innovation strategies and policies. There is considerable emphasis on the developing country centred theories of learning, capability and technological upgrading as the cornerstones of innovation.

Strategic Management of Innovation In this core course, the unit of analysis is the individual firm and students are introduced to the treatment of the firm as an active agent in innovation processes. Issues such as strategic planning, organisational learning, organisational culture and tools such as R&D management and portfolio planning are introduced as approaches used at firm level to manage and secure benefit from innovation expenditure. The intellectual foundation for this core course is organisational theory and strategic management with emphasis on understanding and investigation of variation in the ability across firms to manage innovation.

Research Methods Seminar This core course introduces and reviews research methods through a variety of social science research approaches, techniques and tools, including software packages, and is supplemented by additional workshops and training in research-related skills.

B. ELECTIvES

B.1 POLICY AND DEvELOPMENT RELATED

Innovation Policy Issues for Developing Countries This course provides an advanced treatment of innovation policy from a national system of innovation perspective. It approaches policy from a systems thinking view point in which the governance structures in the system and the perspectives of the variety of actors in the system are considered to be important. Issues such as system failures, information flows and policy effectiveness are considered. The material is comparative in nature and students will be encouraged to take on applied projects based on cases with which they are familiar. The intellectual framework that will be used to develop the course derives from the institutional economics and innovation studies fields.

Innovation and the Bio-Based EconomyA bio-based economy is an economy which captures the latent value in biological processes and renewable bio-resources to produce improved health and sustainable growth and development. The bio-based Economy (BBE) is increasingly becoming an issue of broad socio-economic impact. It is widely agreed, that biomass is the only foreseeable resource for a sustainable production of fuels, commodities and chemicals. A bio-based economy can provide renewable resources to meet environmental, consumer and industrial needs. The bio-based economy can, and should, be to the 21st century what the fossil-based economy was to the 20th century. However, it is also true that in order to realise the benefits of the bio-based economy, there will be need for public policy, investment and development of private sector expertise. The course will take an innovation systems perspective and will provide familiarity with biotechnology’s three major market segments: agricultural, biomedical and industrial as well as management issues for business development in these areas.

Innovation and Energy Systems The course will introduce students with theories and frameworks on innovation systems with a focus on low carbon energy technologies, issues around the transition to low carbon economies and energy policies. It will introduce theories and frameworks that examine issues with a systemic view of energy and innovation. The course work will be broadly divided into two areas: one covering the technological, economic and institutional aspects of energy systems and innovation, and the other covering regulatory and energy policies promoting the transition to low carbon energy systems.

B.2 MANAGEMENT RELATED

Organisational Theory and Managing Innovation This advanced course involves a critical review of theory and research in the field of organisational development. The scope of the course is comprehensive, encompassing the following domains: organisational behavior, sociology of organisations, organisation theory, managing change, organisational learning. These concepts are applied to the field of managing innovation. This course will build on the concepts introduced in the Strategic Management of Innovation course to provide a more detailed and advanced treatment of conceptual and practical frameworks for understanding the organisational dimensions of managing and leading innovation in private sector and civil society organisations.

Organisational Strategy and Innovation The focus of this advanced course is on the role of organisational strategy and decision-making issues in designing, selecting, and executing an innovation strategy that provides a sustainable competitive advantage. Strategic issues include understanding the technological and competitive landscape, incentives to innovate, alternative commercialisation paths for a new technology, ways to compete in the high-tech marketplace, resource allocation and R&D investment decisions, and managing factors that hinder or promote the diffusion of a new technology. This course builds on the issues discussed in the core course, Strategic Management of Innovation, and will explore the strategic role of technology and innovation in the survival and success of firms. It will also expose students to the dynamics of industries


driven by technological innovation, and train them to think strategically about technological innovation and new product development and deployment.

Design in Innovation Design involves experimenting with new technologies, envisaging possibilities under conditions of uncertainty and complexity, exploring and comparing alternatives, and determining the best and most innovative outcomes. It is about crafting better solutions for human benefit - transforming insights, data and requirements into tangible products, services and experiences that create real value for a consumer and a positive impact on the organisation. And design is about processes, interactions, and systems as much as products - better-designed processes improve utility, cut costs and improve use of resources. The Design in Innovation elective is a comprehensive introduction to this field. It integrates design methods with innovation methods and practices, to provide an integrated overview of techniques for practitioners and managers seeking to innovate successfully.

Strategic Foresight in InnovationAs enterprises are forced to transform ever more rapidly and comprehensively in response to new technologies, shifting markets and societal pressures, the challenge of anticipating change, interpreting new opportunities and setting appropriate direction has become a key skill for policy and business leaders. The elective is a comprehensive introduction to this field. It integrates industry/sector foresight tools with innovation and leadership “best practices” to provide an integrated introduction to the qualitative techniques for managers seeking to make innovative decisions under conditions of external uncertainty.

B.3 ELECTIvES - COuRSES PROvIDING FOuNDATIONAL uNDERSTANDING AND SPECIALIST kNOWLEDGE

SOCl7050 - Advanced Research MethodsGRAD7017 - Economics and Sociology of DevelopmentGEOG7013 - Local and Regional Economic DevelopmentGEOG7014 - Urban Problems in the Developing WorldGEOG 7019 - Small Enterprise DevelopmentGEOG7024 - Globalisation of Agro-food SystemsGEOG7025 - Environmental Management INTR7042 - The International Political Economy of Development INTR7047 - Economic Globalisation and African Development POLS7006 - Development Theories, Issues, Problems and Strategies PHIL7014 - Philosophy of SciencePHIL7015 - Philosophy of Social ScienceSOSS7006 - Institutional Reform, Poverty Reduction and Development SOCL 7012 - Global Institutions and Economic Restructuring

C. RESEARCH DISSERTATION

Students will be expected to complete a research dissertation, in which they demonstrate the extent to which they have achieved the crucial learning outcomes from the course based aspects of the programme. It normally takes the form of an extended research project with the following components:

• a review of the literature, both theoretical and empirical• an outline of the specific questions to be addressed, a statement of research design and methods to be employed• an evaluation of the expected contribution of the study to knowledge in the field• consideration of the practical, political and ethical issues affecting the conduct of the research• a presentation of research findings and conclusions

Courses to be developed in later years may include:

IN THE FuTuRE

• Innovation and Agricultural Development • Housing Systems and Innovation • Health Systems Innovation • Labour, Industrial Relations and Innovation • Innovation in the ICT Sector • Gender, Science Technology and Innovation • Organisational Culture and Innovation • Public Understanding of Innovation

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Application Process


This section contains important information – please read it carefully.

Applications to the Masters of Management in Innovation Studies (MMIS) are processed through the Faculty of Commerce, Law and Management. Enquiries regarding the status of your application may be addressed to the Wits Business School Academic Enquiries Office on telephone number (011) 717-3553.

All information was correct at the time of writing but may change without notice.

GENERAL INFORMATION

Information is listed under the following sections:1. Admission requirements2. Application procedures3. Criteria for selection and progress of application4. Calendar, and summary of programme structure 5. Further studies6. International students7. Other information – correspondence, payments, financial aid, accommodation8. Fees

1. ADMISSION REQuIREMENTS

a. First degree Applicants should have obtained a bachelor’s or higher degree from a recognised university or similar institution. In very exceptional cases an application from a person who holds a senior managerial position, who has many years of relevant business experience and is in possession of a qualification other than a degree may be considered.

b. Post-university experience

Five years post-university experience is required, and applicants with more experience have a better chance of being selected.

c. Motivation

An applicant for this programme is expected to be well motivated and to be conversant with the nature of content of innovation management and/or policy and to have a desire to acquire specialist training and education in the field.

2. APPLICATION PROCEDuRES

2.1 Application form

Procedural details regarding the application are given in part 3 of this section. Please ensure that all information given is correct, that you have included everything required on the checklist (as specified on the last page of the application form) and that you have signed the form. Applications should be typed.

2.2 Academic transcript

Information is given in the general information booklet but please note: Wits undergraduates do not need to submit a transcript. Graduates from other universities must submit an original or certified copy of their academic transcripts. The transcript must include a complete list of all subjects taken for a degree, including any courses that were failed. A degree certificate is NOT a transcript. Documents in languages other than English must be accompanied by a sworn translation.

Graduates from certain UK universities may not be able to supply a full transcript. An applicant in this position should obtain a ‘confirmation of class of degree’ certificate (a green form) from the Faculty Office and forward the completed form to the Faculty Office. All the above documentation must be received by the Wits Business School Academic Enquiries Office before the closing date for applications (November 30th, 2010).

2.3 Reference forms

You will be required to select two referees. Please choose them carefully. A close relative will not be acceptable. Your referees should be aware of your academic ability and your interest and experience in the area of innovation management and/or policy.

Two personal reference forms are supplied with the applications material and it is the applicant’s responsibility to deliver a form to each of the referees and to ensure that the referees return them direct to the Faculty Office. The Faculty Office will not undertake the responsibility of tracing reference forms.

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2.4 Photographs

Two photographs must be submitted together with your application form. The photographs must be recent, in black and white, 5,5 cm high x 4 cm wide (passport size), full face and taken against a plain background. Please print your name clearly on the back of the photographs.

3. MMIS SELECTION CRITERIA AND PROGRESS OF APPLICATION

The MM Innovation Studies is an academic programme that is intended for a specialist group of students. It will involve a high level of intensity and presupposes familiarity with basic educational skills such as information and computer literacy. It is aimed at students with an above average degree of motivation, intellectual curiosity and stamina.

The selection panel will assess the suitability of each applicant by carefully examining the following:

• Individual motivation letter• References • The academic record of the student from all previous studies• The candidate‘s career path and managerial experience. All applicants should provide a CV that provides evidence of at least five years professional or managerial experience

The Faculty Office will acknowledge receipt of your application immediately. Please note that many are delayed at this stage for being incomplete, only fully completed applications are forwarded to the selection panel. You will then be notified of the panel’s decision which will take place in four forms:

• Acceptance• Rejection• Call for an interview• Placed on the waitlist

If you are called for an interview you may have to wait until the next predermined interview dates. Following your interview the panel undertakes to inform you of their final decision within 48 hours. Candidates who are borderline or who have applied for a class that is provisionally fully, may be waitlisted until the finalisation of class numbers determines the availability of places.

Late applications will only be reviewed if places remain on the programme after applicants who met the closing date have been dealt with.

A non-refundable deposit is payable when accepting the offer of a place. This deposit will be offset against your tuition fees.

Incomplete applications will not be considered.

4. CALENDAR AND PROGRAMME STRuCTuRE

• Full-time/Combination full-time and part-time programme

You may complete the full-time curriculum in one of two ways:

1) Full-time registration from January of the first year to the end of June of the following year.2) Full-time registration from the beginning of January to December of the first year 3) Part-time registration from January to December of the second year.

• Part-time Programme

The part-time curriculum extends over two calendar years. On this programme students are required to lectures in block release format. The timetables will be set to take into account the schedules of busy working professionals. Timetables specifying the days on which lectures will be held for specific classes are available prior to the beginning of each term.

Examinations are normally written during the day at the end of each quarter and are compulsory. Please note that the degree cannot be studied by correspondence.

Term dates – 2011: MMIS Full time and Part time programmes

Registration: 07 January 2011

Classes begin in February 2011 and will be run on a block release basis

university Calendar Dates:Term 1: 17/01/2011 – 25/03/2011 • Term 2: 04/04/2011 – 17/06/2011 • Term 3: 27/06/2011 – 02/09/2011 • Term 4: 12/09/2011 – 18/11/2011


5. FuRTHER STuDIES

Master of Management Innovation Studies graduates are eligible to apply for admission as candidates for the degree Doctor of Philosophy (PhD).

6. INTERNATIONAL STuDENTS

International students must ensure that they are able to:

• Obtain a full academic transcript from their university/ universities. (Refer to section 2.2 if your university does not supply an academic transcript)• Obtain a study permit and renew it for the entire period that they will be in South Africa.• Submit proof of proficiency in English where the home language is not English. (Refer to the booklet General Information for Postgraduate Applicants)• Pay all fees before registration. Please also consult section on ‘Fees’• Show proof of having South African medical insurance cover

Please contact the International Office on + 27 11 (0) 717-1052 for information regarding study permits. Email: [email protected]

7. OTHER INFORMATION

Fees: Please refer to section 8.

Accommodation: Please refer to section 1.5 in the booklet ‘General Information for Postgraduate Applicants’. Any query regarding accom-modation must be referred to the Accommodation Office. You can contact them on (011) 717-9174 or 9174.

Correspondence: Please ensure that all information, documentation and correspondence is forwarded to:

The Faculty Office: Faculty of Commerce, Law and ManagementP O Box 98, WITS 2050

Please address all telephone queries relating to applications already submitted to: The Admissions Coordinator (011) 717-3553.

Financial aid: The University’s policy is to assist an indigent student wherever possible with some form of financial aid package, and it is also committed to rewarding academic excellence. Resources, however, are limited and aid is usually only available to full-time students. Should you need to apply for financial aid, in the form of a bursary, loan or scholarship, contact:

The Bursaries OfficerFinancial Aid & Scholarships OfficeTel: (011) 717-1075Private Bag 3WITS 2050

Please specify to the Bursaries Officer that you are applying to the Business School (only available for full-time students). The major banks and the University offer loans to students at a reasonable rate of interest, repayable only after the degree has been completed and the student commences employment. You may wish to consider this avenue.

8. FEES

Detailed information will be found in the Fees Booklet, which is given to students when they register. Information will be available for 2010 in December; please contact the Faculty Office then for further details.

The cost of the programme is estimated to be R85,000 payable over two years.

Tuition100% of the fee is payable by the last working day in March for part-time students and 100% by the last working day in May for full-time students.

A student may pay by instalments and interest will be charged at the rate of 1,5% per month from mid-March. However, foreign students (ie those who are not South African citizens or who do not have permanent residence) are required to pay all fees before registration.

Admission to status or to candidatureA person who is admitted to candidature for a postgraduate degree or diploma and who is not a graduate of the University is required to pay a fee.

Late registrationA student must inform the Faculty Office if late registration is intended.

Free and open source software (FOSS) can indeed be an alternative means to drive innovation, create wealth and drive economic growth. South African Mark Shuttleworth discovered this in the 1990s, when he built a billion-dollar company in Cape Town based entirely on FOSS technologies.

Derek Keats

APPLICATION CHECkLIST

Incomplete applications will not be considered. Applications will be held in suspension until the supporting documentation has been received. Application forms that do not have all supporting documentation by 30 November will be considered incomplete.

A complete application consists of:

• Application form – All four parts are to be completed.

• 3 Academic transcript(s) – This is a detailed list of all subjects taken for the degree(s), with marks obtained, from the awarding university/universities. Transcripts should be obtained from all universities attended.

• Two reference forms – These will be sent directly to the Faculty Office by the referees. The onus is on the applicant to inform the Faculty Office of the names and addresses of the referees, and to ensure that the references are submitted timeously.

• Foreign students – Please read item 6 under ‘Admission Requirements’.

• Two passport-sized photographs

Submit your application timeously. Closing date for applications for 2011:

Part-time – 30 November 2010Full-time – 30 November 2010

The above dates are the final application dates. We strongly encourage all candidates to submit their applications as early as possible. Applications will be dealt with and admissions made as soon as the completed application is received. Please ensure that all documentation and correspondence is forwarded to:

Wits Business School Academic Enquiries Office Wits Business SchoolFaculty of Commerce, Law and ManagementP O Box 98WITS 2050

E-mail: [email protected] Internet: http://www.wbs. wits.ac.zaTel: (011) 717-3553

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About Wits Business School 1. ABOuT WITS BuSINESS SCHOOL

WBS forms part of the Faculty of Commerce, Law and Management of the University of the Witwatersrand. Situated in Johannesburg, the richest region in South Africa, WBS is one of the oldest and a leading business that conducts management training and research activities to develop competent organisational leaders in an ever-changing competitive environment.

WBS offers both academic and executive education programmes. The academic programmes offered are the Doctor of Philosophy, Master of Business Administration, Master of Management, and Postgraduate Diploma in Management. Executive education courses include a wide range of certificate programmes and short courses. These are designed to meet the needs of people in business for improving their knowledge base and addressing their need to develop management and leadership competencies. We cater for individuals from entry level management to senior executives through both standardised public programmes and the customised programmes offered on an in-company basis. Organisations are therefore able to exercise flexibility in their selection of options that suit the development needs of individual employees and company’s needs in respect of developing management and leadership competency. The Wits Business School has extended its reach on executive education to Cape Town, Durban, Limpopo and Swaziland in response to frequent requests from Alumni in executive positions based in these regions for WBS programme offerings to be made more easily available.

1.1 RESEARCH uNIT

Wits Business School views a strategic research thrust as the golden thread which links the multi-disciplinary and inter-disciplinary work that is done across the School. The strategic research thrust for Wits Business School is: “Transforming business for societies in transition”.South Africa is a diverse country with many First World challenges, but is primarily an emerging economy. The strategic research thrust aims to address many of the business and related economic and societal problems in South Africa, which we see as a living research laboratory.

In keeping with South Africa’s context as an emerging market, our aim is to contribute to national strategic goals, to be socially responsible, and to contribute new knowledge. Our research activity is grounded in two areas, namely scholarly research and applied research. The balance between the two areas is on a continuum across the various themes.

Research is at the forefront of WBS: we aim to encourage our students to do research that supports the strategic research thrust, to share our research with relevant audiences, and to foster a research culture output in accredited journals. At the same time we will exploit the value of working papers by building up the working paper series. We will continue to develop research forums where sharing of knowledge takes place to sustain the energy and commitment.

The different programmes that fall under the Research unit are:• Doctor of Philosophy (PhD)• Master of Management by Research (MMR)

1.2 ALuMNI OFFICE

WBS is honoured to address students who have been a part of the WBS excellence. Our constant aim is to sculpt global leaders in Africa. Our academic programmes and resultant qualifications are testimony to the fact that we are, indeed, producing leaders who will impact South Africa positively.

The Wits Business School Alumni Office acts as the link between WBS and the Alumni Association in the organisation of various Alumni events and capital campaigns. The WBS Alumni Office and the WBS Alumni Association distinguishes between three classes of members, i.e. Graduate Members, Associate Members (Certificate holders and Executive Programmes) and Fellows. The WBS database presently has in excess of 8000 member names and contact details.

The function of the WBS Alumni Office and its relationship with the WBS Alumni Association involves primary responsibility for the cultivation of relationships with the university’s alumni to provide as many opportunities as possible to reconnect with their alma mater.

The Wits Business School Association (WBSA) is an independent voluntary association in support of WBS. The WBSA committee is responsible for its oversight and the promotion of activities. It aims to facilitate a committed and vibrant Alumni collective that supports the goals and objectives of the WBS in maintaining its position as the top Business School in South Africa, on the African continent and globally. The affairs of the WBSA are governed by its own Constitution distinguishing it as an independent entity within the WBS organisation. WBS fully supports the work of the WBSA through the provision of administrative and other support services.

1.3 CASE CENTRE

WBS is the only business school in South Africa to have a dedicated case centre. Case studies bring real-world business challenges into the classroom for students to address, and create a context for discussing and analysing business processes that is seldom generated using traditional teaching methods.

While WBS uses many international cases in its courses, the real-world decisions, companies and scenarios depicted in these cases are not always applicable in the South African context.

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Moreover, the South African business environment has unique characteristics that cannot be depicted in cases set in international contexts. As a consequence, as far back as 1993, WBS established its own case centre to produce South African cases, retaining a Harvard-trained case writer (Courtenay Sprague, who is today one of our academic faculty members) to help to develop the specialist skills we needed.

Today WBS has a team of case writers who work with academics to produce cases. It has more than 120 cases on companies as diverse as AngloGold, SAB Miller, Nando’s, Discovery, Rand Merchant Bank, Harley Davidson, Avis, Young Designer’s Emporium and Capitec Bank. The cases cover all areas of business and management including strategy, organisational design and development, entrepreneurship, internationalisation, operations management and human resources. They are made available to academics and course facilitators for use in the classroom or for exam purposes through the WBS website and through the European Case Clearing House (ECCH). As a result of our presence on ECCH, our cases are now also used in other South African and international universities and business schools.

1.4 EXECuTIvE EDuCATION uNIT

The role of Executive Education is to make a contribution towards South Africa’s attempts to tackle the skills shortage challenge across the board, the private sector, public sector and NGO sector. We firmly believe that at the centre of every successful organisation there is a core of highly trained, competent and skilful men and women. These are the people who drive service delivery in the public service and profits in the private sector and who are custodians of good corporate governance. Executive Education has over the years developed programmes that address the above challenges. South Africans and other forein nationals are all welcome to attend our programmes which are detailed in our Management Development Planning Guides and brochures. These are updated every year as new and fresh programmes are developed. Executive Education is equipped to sculpt leaders for South Africa and the global village at large.

1.5 LEADERSHIP DEvELOPMENT CENTRE

The Leadership Development Centre (LDC) was developed and founded in 1995. It specialises in design and delivery of in-company programmes that are customised to develop the appropriate applied competence of managers and leaders. Our philosophy is one of partnering with client organisations in order to develop management and leadership capacity. Our programmes are driven by leading edge business concepts that draw on both local and international best practice. The Unit also focuses on the development of the ‘softer skills’ of management and leadership, drawing on a team of psychologists and executive coaches to provide professional input to development of this kind.

Company-specific programmes are tailored to achieve company objectives and to focus on key corporate issues. They facilitate the application of concepts and tools to the specific organisational context and are designed with a project component to form part of the Action Learning approach which facilitates the transfer of learning from theory to practice and brings together a group of managers from various areas of an organisation to share a common understanding of best management practice to be applied throughout the organisation and to facilitate constructive networking.

1.6 CENTRE FOR ENTREPRENEuRSHIP

The Centre for Entrepreneurship is an integral part of the University of the Witwatersrand’s Business School. Through a range of clearly focused education and training programmes, backed by a formidable support network, and research activities in this vital field, the centre is actively developing the role of entrepreneurship in the domestic economy.

1.7 INTERNATIONAL RELATIONS

Wits Business School is a member of the Programme in International Management (PIM) which defines itself as an international consortium of higher education institutions, outstanding in their field and delivering a graduate-equivalent degree in management. The PIM network has more than 50 leading international business schools such as Duke University, Cornell, UCLA, University of Chicago, Indiana, North Carolina, HEC in Paris and Warwick. Wits Business School is the only business school in Africa admitted to PIM. The deciding factor in admitting a business school to PIM is whether it has the same quality and reputation of the international partner universities and is able to attract foreign students to study.

Countries that show more signs of innovation are wealthier and grow faster. The same is true of companies. Innovative firms must be able to grow very large very quickly.

International Development Research Centre (IDRC)


Innovation and technological change play an important role in poverty reduction through their contribution to growth, their use of factors of production, their environmental spillovers, the social relations associated with production and the characteristics of the products which they produce.

Raphael Kaplinsky - Open University

Low-income populations in many developing countries need new medicines and treatments for critical health problems. New technologies and products are not the only the solution to meeting their health needs, but they are an important part of most reasonable strategies… complex ‘social technologies’ – including public private partnerships – will be needed in order to develop and deliver new drugs and vaccines effectively.

Joanne Chatway and Dinar Kale

Economically disadvantaged people can trigger frugal, creative and recombinable innovations that can stimulate creation of new pedagogies, products and processes. The time has come to go beyond the boundaries of the conventional organisations, disciplines, sectors and pedagogies. We have to look for platforms that link creative but economically disadvantaged people to learn from their sustainable solutions.

Anil Gupta

Contents

2000

The Higher Education Quality Committee reaccredits the WBS MBA Programme, awarding the school 8 commendations out of 13 criteria.

WBS becomes a member of Graduate Management Administrations Council (GMAC), setting WBS on yet another Higher Education global footing.

2000-2006

Wits MBA is ranked No. 1 in South Africa by the Financial Mail. WBS is accepted as a member of the Association to Advance Collegiate Schools of Business (AACSB).

2008

Centre for Entrepreneurship is established to respond to the growing need for such training in the country, as well as globally.

2010

WBS launched two specialised master programmes, Master of Management in Finance and Investment and Master of Management in Entrepreneurship and New Venture Creation.

AMBA (Association of MBA’s) accreditation re-awarded for a further 5 years.

2011

WBS will launch a further two Master of Management programmes in Innovation Studies and Business Coaching.

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WBS’S HISTORY OF EXCELLENCE 01-02

MESSAGE FROM ACTING HEAD OF SCHOOL 03

BACkGROuND 04

PROGRAMME STRuCTuRE 05-06

PROGRAMME DIRECTOR & FACuLTY 07-08

CuRRICuLuM FOR THE MASTERS OF MANAGEMENT IN THE FIELD OF INNOvATION STuDIES 09-10

APPLICATION PROCESS 11-14

ABOuT WITS BuSINESS SCHOOL 15-16

Innovation is the cornerstone of sustained economic growth and prosperity. In a globalised world in which countries and firms compete fiercely to buy and sell their products and services, innovation is a key driver of competitiveness.

OECD & World Bank

The South African national system of innovation is a dynamic and relatively complex system, which, although characterised by continuous transformation and some areas of overlap, does not show serious signs of instability. It is a fairly strong system with respect to the diversity and size of institutions, but its further growth will be severely inhibited by human capital and skills shortages.

National Advisory Council on Innovation (NACI)

Key challenge for the development of a knowledge based economy in South Africa is a shortage of human resources, which is partly a legacy of the apartheid regime. Two areas in particular are emerging as concerns for innovation performance: the first is the gap between the supply of design, engineering and related managerial and technical capabilities and the demand for such resources generated by the increased rate of investment in the economy; the second is the capacity of university research to expand to meet demand, given the ageing of the research population and the weaknesses in the human resource “pipeline” of replacement cohorts.

OECD Review of Innovation Policy: South Africa (2007)

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Between 2001 and 2006, there had been a steady increase in South Africa’s gross expenditure on R&D (GERD), which went from 0.73% to 0.95% of GDP. However, the current Survey points to a slight decrease in GERD to 0.93% of GDP. In the same period, the South African economy performed favourably, attaining a GDP growth rate of around 5% and sustained employment growth from the beginning of 2005, which peaked in the third quarter of 2008.

High-Level Key results, Survey Research and Experimental Development 2007/08, Department of Science and Technology

Wits Business School, University of the Witwatersrand, 2 St. David’s Place, Parktown, Johannesburg, South Africa, Call Centre: 0861 000 927Website: www.wbs.ac.za

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