http://www.journals.co.za/ej/ejour_mantod.html A Sabinet RSS feed with the latest modified articles for each journal. http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a1.pdf <UL><LI><b>Author:</b> De Sousa Caires, Alan </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 3</LI> <LI><b>Abstract:</b> My passion for innovation has been alive for quite some time, in fact, back to the days in the 90's when I worked in Europe and USA for General Electric. At that time innovation was the latest buzzword, the new trend and the unknown. Innovation departments were unheard of and the Innovation Manager was not a formal job title. Today most forward thinking organisations have a core focus on innovation with many different approaches to integrating it in the organisation's culture and behavior. </LI></UL> 2012-08-31T08:23:41Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a2.pdf <UL><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 4</LI> <LI><b>Abstract:</b> Upcoming events </LI></UL> 2012-08-31T08:23:41Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a3.pdf <UL><LI><b>Author:</b> Bentley, Ian </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 6-11</LI> <LI><b>Abstract:</b> There is the vast and perpetually-growing gulf between the super-rich and the population in general. Greed, I believe, is a fundamental reason for the prevailing global economic turmoil. I will demonstrate why current business models are no longer relevant in the post-industrial era ... and discuss how my search to find the real meaning of the term 'UBUNTU' led to the development of a truly democratic business model that is neither 'capitalist' nor 'socialist', but rather 'collaborationist'. </LI></UL> 2012-08-31T08:23:41Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a4.pdf <UL><LI><b>Author:</b> Zingoni, Lydia </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 12-14, 16</LI> <LI><b>Abstract:</b> Currently South Africa has 18 million teenagers and from a population of 50 million this means that almost 45% of our population is in the teen bracket. As per the latest Quarterly Labour Force Survey, almost three quarters (72%) of the unemployed population of 4.5 million people are younger than 25. Fewer than 50% of current matriculants will hold jobs before the age of 24. Public discourse has been dominated by discussions of this spiralling youth unemployment crisis, yet government intervention has been slow and perhaps not out of choice, but due to lack of credible partners to implement policies and interventions on the ground. As a part of an ongoing drive to present government with solutions to this crisis, the SA Teen Entrepreneur Foundation is proposing a deliberate intervention to increase the facilitation of teen innovation and entrepreneurship as a means of bringing more young people into the economy. </LI></UL> 2012-08-31T08:23:41Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a5.pdf <UL><LI><b>Author:</b> Comins, Neville R. </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 18-22, 24-25</LI> <LI><b>Abstract:</b> In 1990, when the years of isolation of South Africa started to recede, dramatic challenges faced the country in changing from an inward-looking, import-replacement and sanctions-avoiding economy to a new emerging dynamic and globalised situation. Many of the significant industries relating to defence, nuclear, etcetera, became redundant in their existing scale and form, but these supported a large proportion of the scientific and engineering professions, especially in high technology fields. </LI></UL> 2012-08-31T08:23:41Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a6.pdf <UL><LI><b>Author:</b> Ngubane, Baker </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 26-28</LI> <LI><b>Abstract:</b> Innovation is as much a mindset as it is a set of principles, skills, tools and techniques. It is a belief in the future, a conviction that things can always be better, a confidence in the positive force of new ideas. It is a faith in the power of people working together towards a common objective, a trust in imagination, skill, intuition and instincts as well as rational thought, analysis, evaluation and measurement. </LI></UL> 2012-08-31T08:23:41Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a7.pdf <UL><LI><b>Author:</b> Cunningham, Shawn </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 30-37</LI> <LI><b>Abstract:</b> Most practitioners working in innovation make a distinction between product, process and business model innovation. It is important to recognise that there are fundamental differences in these three approaches in terms of who leads innovation, who enables innovation, and the effects of innovation. A lesser discussed topic that has emerged is the field of innovation systems. Let me briefly summarise the four approaches before going on. </LI></UL> 2012-08-31T08:23:41Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a8.pdf <UL><LI><b>Author:</b> Naidoo, Jayshree </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 38-42</LI> <LI><b>Abstract:</b> Organisations need systems in place that provide the proper measurement, motivation, incentives and rewards to foster innovation that is aligned with the innovation strategy. According to Tidd and Bessant (2009), innovation is different from many other business management concerns. Innovation can be viewed as the agent for change and is critical for growth in a competitive environment. </LI></UL> 2012-08-31T08:23:41Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a9.pdf <UL><LI><b>Author:</b> Williams, Mark </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 43-46</LI> <LI><b>Abstract:</b> The entrepreneurial era of my business life is one which many business people and entrepreneurs can relate to:<ul><li>a fast track corporate era</li><li>a few business start-ups</li><li>the big break with an IT business in the 90's, the sale and wealth creation</li><li>the new opportunity (seen through rose-tinted glasses), the harsh reality of a dud purchase</li><li>the demise and collapse of the new business, the reality of loss and sureties</li><li>the stress of having a judgement against your name and getting it rescinded</li><li>picking yourself up and doing it all over again, finding the silver lining to what seemed like a hopeless situation, resulting in</li><li>the birth of a new business, new partners, new life, new opportunities and</li><li>lessons learnt, personal development, new roadmap, focus, discipline and balance.</li></ul>All in all, a real roller-coaster life of experiences filled with adventure; spanning the full wavelength of dark depths and amazing heights, with a myriad of life and business lessons that everyone can learn from. </LI></UL> 2012-08-31T08:23:42Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a10.pdf <UL><LI><b>Author:</b> Wilde, Gary </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 47-50</LI> <LI><b>Abstract:</b> Every business has the potential to unlock greater performance and profitability from its current systems, resources and market offering, because every system is littered with inefficiencies of varying magnitudes throughout the value chain. This means that every business is leaving money on the table... some more than others. </LI></UL> 2012-08-31T08:23:42Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a11.pdf <UL><LI><b>Author:</b> Haddock, Jason </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 52-57</LI> <LI><b>Abstract:</b> The pace of change in our globally connected economy is rapidly accelerating. The pace of change in the business world has also accelerated to the point where modern organisations have become increasingly complex to manage and many have found it challenging to sustain their competitive advantage. The increase in globalisation and the rise of knowledge economies are only adding to this complexity. Amidst all of these factors, today's organisations are finding that they can no longer rely on industrial age thinking to solve problems and retain their competitive advantage. </LI></UL> 2012-08-31T08:23:42Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a12.pdf <UL><LI><b>Author:</b> Walstra, Karen </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 58-60</LI> <LI><b>Abstract:</b> The South African education system needs much improvement in many areas, and the innovative use of technology could assist in solving this dilemma by linking everyday lessons and classroom technology in a manner that all children could be exposed to meaningful and effective education in a relatively easy manner right in their own classrooms. </LI></UL> 2012-08-31T08:23:42Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a13.pdf <UL><LI><b>Author:</b> Hubbard, Alan </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 62-65</LI> <LI><b>Abstract:</b> Innovation Leadership consists of two main ideas, each weighted more on one of these two words. The first has to do with giving direction and leading or managing people in an innovative way. This is called Innovative Leadership. The second has to do with creating an environment where innovative thinking abounds, with the goal of breaching into new areas as a group or organisation, and this is called Leadership for Innovation Innovative Leadership. </LI></UL> 2012-08-31T08:23:42Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a14.pdf <UL><LI><b>Author:</b> Krause, Willie </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 68-75</LI> <LI><b>Abstract:</b> Open Innovation is the new trend in innovation circles. Since Dr Henry Chesbrough coined the phrase 'open innovation' in his book <i>Open Innovation: The New Imperative for Creating and Profiting from Technology</i> in 2003, it has become a hot topic for innovation practitioners, writers and researchers. Open Innovation can be described as connecting external innovation resources (ideas, technology, partners, etcetera ) with a company's own internal innovation resources and vice versa. This contrasts to closed innovation where all innovation happens within the boundaries of the organisation. The main focus of study within Open Innovation has mainly been focusing on large organisations. </LI></UL> 2012-08-31T08:23:42Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a15.pdf <UL><LI><b>Author:</b> Manzini, Sibusiso T. </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 76-78</LI> <LI><b>Abstract:</b> South Africa's capacity to innovate cannot be doubted. The country boasts some of the most spectacular achievements in technological innovation in the world. Sasol is one of many examples of what the country can achieve by converting ideas into products and services of immense economic value. However, a closer inspection of the country's record in innovation reveals chronic weaknesses: innovation efforts in South Africa are inconsistent, largely accidental, weakly supported, poorly leveraged and disjointed. This has to change if the goal of growing the economy in order to alleviate poverty is to be realised. The purpose of this paper is to propose broad approaches that could be implemented in order to address the structural and operational weaknesses at various levels of the country's national innovation system. </LI></UL> 2012-08-31T08:23:42Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a16.pdf <UL><LI><b>Author:</b> Prekel, Truida Sobey, Lu-Marie </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 79-85</LI> <LI><b>Abstract:</b> Creativity and innovation are important worldwide to promote new knowledge, develop improved solutions, and create economic and social wealth. Although universities can play a major role in promoting innovation, this potential contribution is not always realised. Active efforts to increase awareness of this role and to develop innovation skills at universities can make a huge impact on our societies. In this paper we give an overview of initiatives at three universities where faculty, students and staff were exposed to a practical approach to creativity and innovation: Stellenbosch University and the University of the Western Cape, both near Cape Town, and the University of Applied Sciences in Muenster, Germany. We see the ground rules and tools shared with hundreds of participants as seeds that could germinate to grow many new ideas. </LI></UL> 2012-08-31T08:23:42Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a17.pdf <UL><LI><b>Author:</b> Mayer, Henra </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 86-91</LI> <LI><b>Abstract:</b> The importance of innovation for organisational sustainability is not new. The conversation on Organisational Innovation Management (OIM) now focuses on how to successfully address innovation imperatives and which approaches to adopt to make innovation work. </LI></UL> 2012-08-31T08:23:42Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a18.pdf <UL><LI><b>Author:</b> Jansen van Nieuwenhuizen, P.J. </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 92-99</LI> <LI><b>Abstract:</b> The innovation gap (or innovation chasm) could be defined as 'the gap between knowledge generators and the market'. This gap is one of the main causes why South Africa spends less than 1% of its National GDP on research and development. In addition, data from the Global Innovation Index and the Global Competitiveness Index show that the gap between innovation input and the resultant practical knowledge output has doubled since 2008 in South Africa. </LI></UL> 2012-08-31T08:23:42Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a19.pdf <UL><LI><b>Author:</b> Grindlay, Marlies </LI><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 100-104</LI> <LI><b>Abstract:</b> In a world that presents an overwhelming pace of change, new consciousness and connectivity, unexplored expectations around the meaning of work and challenging generational differences, 'business as usual' is no longer sufficient to ensure enduring growth. </LI></UL> 2012-08-31T08:23:42Z http://search.sabinet.co.za/WebZ/Authorize?sessionid=0&bad=ejour/ejour_badsearch.html&portal=ejournal&next=images/ejour/mantod/mantod_v30_n8_a20.pdf <UL><LI><b>Vol 30 Issue 8</b></LI> <LI><b>Publication:</b> 2012</LI> <LI><b>Page:</b> 106-107</LI> <LI><b>Abstract:</b> Every year, medical innovations offer hope in improving health care: breakthroughs in the prevention of illness, new technologies for early detection of medical conditions, advancements in cellular medicine and dramatic progress in gene therapy. But it seems to be a classic manufacturing practice that stands to offer the most compelling change in modern patient care as leading healthcare organisations are beginning to implement a manufacturing principle called "Lean" in their organisations. </LI></UL> 2012-08-31T08:23:42Z