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As Dean of the Faculty of Business of the Cape Peninsula University of Technology and Chief Editor of the Journal of Business and Management Dynamics (JBMD), I am proud to be able to write this foreword for the first edition of this faculty academic journal as this will provide space for academics and practitioners to generate stimulating debate and intellectual discourse on a variety of theoretical and practical focus areas. It is a pleasure for me to introduce this first edition of the Journal of Business and Management Dynamics (JBMD) of the Faculty of Business of the Cape Peninsula University of Technology. As an academic research journal, its presence will fill a void in the faculty and it will serve as a vehicle to promote academic discourse, higher education enthusiasm as well as valuable research outputs. It should be borne in mind that due to the nature of our work, all of us are most of the time to a greater or lesser extent involved in some form of research. This could be when we are updating our lecture notes and presentations in class, when we research to present papers at conferences or when research has to be undertaken for personal studies, writing of journal articles or joint or individual ad hoc and/or contracted research.

The Faculty of Business is committed to the mission of the Cape Peninsula University of Technology, which states: ‘‘. . . our mission is to develop and sustain an empowering environment where, through teaching, learning, research and scholarship our students and staff, in partnership with the community and industry are able to create and apply knowledge that contributes to development . . .’’ In the quest to achieve the institutional mission, the faculty has identified three pillars according to which educational goals have to be achieved, in line with the institutional vision and mission. Those are Teaching and Learning, Research, and Community Engagement. Of these three pillars guiding our faculty efforts, the research pillar is particularly relevant and without it the faculty will not be able to achieve the vision, mission and educational goals of the institution. This journal will hopefully contribute to promoting a research culture among staff and students in the faculty, a status that will benefit us all. Research output is often the yardstick of best practice in terms of which universities are ranked and which determines donor attitudes, employment of graduates in industry as well as determining the institutional image locally, nationally and internationally. All efforts to increase our research output should therefore be supported, for example, the articles that will be published in this journal, which will be published bi-annually. This approach is seen against the background of Research being a key pillar of the institutional and faculty promotion strategy, in conjunction with the other two pillars, which are Teaching and Learning, and Community Engagement, while the Research pillar, in light of the high premium placed on it, will need to be particularly nurtured to ensure that CPUT can take its rightful place as a world class university of technology. As Dean of the faculty, I take this opportunity to thank the Deputy Vice Chancellor (Academic), Professor Anthony Staak and the Vice-Chancellor, Professor Vuyisa Mazwi-Tanga, as well as the former Acting Dean of Research, Dr Shaheed Hartley, for their ongoing support and assistance with research in the faculty. Finally the intention with this journal is that it will eventually become an accredited journal.

BY PROFESSOR MS BAYAT, DEAN, FACULTY OF BUSINESS, CAPE PENINSULA UNIVERSITY OF TECHNOLOGY.

© 2008 Cape Peninsula University of Technology

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Collection's Items (Sorted by Submit Date in Descending order): 1 to 20 of 50
Issue DateTitleAuthor(s)
2008A critical analysis of the socio-economic impacts of the N2 bypass development around KnysnaDaniels, T
2008‘‘A rose is a rose : PR is PR and Marketing is Marketing : or is it?’’van der Merwe, J; Venter, BP
2010Black economic empowerment in the tour operating subsector of South AfricaVivian, TC; Steyn, JN
2010Marathon sponsorship as an enabler of brand extension : an exploratory studyZhou, Y; Steenkamp, P; Haydam, N
2010Employee response to an integral human resource practice – a case study in a medium sized companyKingma, L
2008The role of co-operation between stakeholders in the effective delivery of education in KwaZulu-NatalMngomezulu, BR
2008Theoretical foundations of sport administration : is government ‘interference’ justified?Naidoo, L
2008A conceptual analysis of cultural and heritage tourism definitions with specific reference to the cape flats in Cape TownIsmail, R
2008Challenging paradigms : why warm up prior to exercise?Strout, D; Davies, Simeon E.H
2010Is there a relationship between race and the elements of the extended marketing mix in buyer decision-making? – exploring a fastfood chicken retail brand in GautengRoberts-Lombard, Mornay; Madiba, Glen
2008Scale reduction techniques for email and web-based surveysPather, S; Strümpfer, CS
2008The role of public opinion in the governance of a democratic state with reference to South AfricaMasango, MS
2008Equal employment, affirmative action and diversityTummala, KK
2009Questioning the sustainability of pro-poor consumer lending in Pretoria : a qualitative case studyShambare, R; Rugimbana, R
2008Financing resources in historically disadvantaged schools in the Eastern CapeSingh, P; Nela, NJ
2008The relevance of service delivery to recruitment and selectionHeynes, NA; Bayat, MS; Ferreira, IW
2010Increasing competitiveness through the application of product design as a knowledge creation management toolGroenewald, Jurie. J
2009Organisational cultural perceptions of female employees at a higher education institution : an exploratory studySmith, E
2008The role of ward committees and need for public participation with reference to local government in South AfricaTaylor, JD
2008Rugby and football spectator propensity to violence : a comparative analysisSlabbert, AD
Collection's Items (Sorted by Submit Date in Descending order): 1 to 20 of 50