COLLEGE OF BUSINESS AND ECONOMICS ANNUAL REPORT 2025
CONTENTS INTRODUCTION 4 CBE STRATEGIC ALIGNMENT AND GOALS 7 TALENT MANAGEMENT 7 Demographic Profile 7 Performance Measures 7 Staff Promotions and Career Advancement 7 Strategic Skills Development 11 Research Excellence and NRF Ratings 11 Recognitions, Awards and Prestige Appointments 12 Staying Relevant 15 CBE Reputation Management 17 TEACHING AND LEARNING 19 Enrolment and Student Profile 19 Graduate Output 2025 20 Student Access and Success and Support of Students 20 Managing Risk Affecting the Teaching and Learning Experience in the CBE 22 Programmes and Staying Relevant 22 Work-Integrated Learning (WIL): 2025 Highlights 23 Non-Subsidised Programmes 25 UJ Digital – Expanding CBE’s Online Learning Footprint 25 Innovation, Sustainability and Societal Impact 26 Communities of practice (CoP) 27 Recognitions and Awards 28 UJenius and Orange Carpet Recruitment 29 Conclusion 29 RESEARCH, INNOVATION AND POSTGRADUTES 31 Overview 31 Research Output 32 Patents 36 Research Funding 37 Research Skills Development 27 Research Centres, Chairs and SARChI 37 CBE RESEARC HUBS 38 SARChI Entrepreneurship Education 39 SARChI Industrial Development 42 DSI/NRF SARChI in Transformative Innovation, 4IR, and Sustainable Development 45 Wiseman Nkuhlu Centre for Innovation, Leadership, and Governance 48 Technopreneurship Centre 49 Centre for Applied Data Science 52 Wholesale and Retail SETA 53 Centre for Competition, Regulation, and Economics Development 55 Centre for Local Economic Development 58 Centre for Wellbeing, Artificial Intelligence and Societal Impact 61 Karl Mittermaier Centre for Economic Philosophy 62 Public and Environmental Economics Centre 64 Centre for Work Performance 65 Institute of Transport and Logistics Studies (Africa) 66 Transport Education Training Authority (TETA) 67 Food Evolution Research Centre 69 PURPOSEFUL COLLABORATION: PARTNERSHIPS, INDUSTRY STAKEHOLDERS, AND COMMUNITY ENGAGEMENT 73 Global Footprint, Engagement, and Impact 73 Stakeholders and Partnerships 78 Community Engagement Projects 79 EXCEPTIONAL ALUMNI 80 GOVERNANCE, RISK MANAGEMENT AND COMPLIANCE 82 Governance 82 Risk Management 82 Resource Management 83 Transformation 83 Financial Management 83 Societal Impact and Sustainability 84 The way forward 86 COLLEGE OF BUSINESS AND ECONOMICS (CBE) ACADEMIC PORTFOLIO @ A GLANCE 1 College of Business and Economics | Annual Report 2025
Prof Tankiso Moloi Executive Dean College of Business and Economics Prof Thea Tselepis Vice Dean Teaching and Learning Prof Hinaunye Eita Dean Research, Innovation, and Postgraduates Dr Hussain Coovadia Vice Dean Nonsubsidised Programmes and Global Engagement COLLEGE OF BUSINESS AND ECONOMICS COLLEGE OF BUSINESS AND ECONOMICS DEANS 2 3 College of Business and Economics | Annual Report 2025 College of Business and Economics | Annual Report 2025 MISSION To transform the business landscape by offering cutting-edge business solutions through exploring the intersection between cutting-edge theory (innovative developments) and practical guided application. VISION To be a reliable and trusted supplier of (in-demand) skills, knowledge, and advise to Africa’s leading businesses, governments, and institutions.
INTRODUCTION School of Accounting School of Economics School of Management School of Public Management, Governance and Public Policy School of Consumer Intelligence and Information Systems Prof Tankiso Moloi Executive Dean College of Business and Economics necessary to prepare a diverse student body for professional agility and a lifetime of meaningful engagement. The CBE prides itself on a capacity for continuous self-reinvention. We channel our multidisciplinary expertise through six specialised knowledge hubs, encompassing thirteen departments, three SARChI Chairs, and ten research centres. Our specialised schools: Accounting; Consumer Intelligence and Information Systems; Economics, Management; Public Management; Governance and Public Policy; and Tourism and Hospitality, collaborate to deliver innovative, sustainable solutions for a complex world. Following the University of Johannesburg’s 20th anniversary in 2025, the CBE remains firmly anchored in Africa whilst actively shaping the Global South. The 2025 academic year marked a pivotal alignment with UJ’s core strategic pillars: Societal Impact and Sustainability; Technology for the Future; and Global Footprint and Partnerships. Our College is home to a vibrant community of 19 172 students. The undergraduate cohort comprises 15 837 students (83%), characterised by a strong female representation of 58%. Within this Higher education currently stands at a crossroads of rapid technological evolution and shifting economic landscapes. At the College of Business and Economics (CBE), we do not want to be observers of this change; we want to be one of its architects. Driven by a distinct CBE mindset, our scholars and professional support staff members develop the high-demand skills and robust support systems 4 5 College of Business and Economics | Annual Report 2025 College of Business and Economics | Annual Report 2025
CBE STRATEGIC ALIGNMENT AND GOALS The College of Business and Economics has aligned itself to the UJ strategy 2035, vision, mission and values in our endeavours to be a reliable and trusted supplier of (in-demand) skills, knowledge, and advice to Africa’s leading businesses, governments, and institutions. The CBE mission is to transform the business landscape by offering cutting-edge business solutions through exploring the intersection between cutting-edge theory (innovative developments) and practical guided application. Our goals are to: Offer, through our teaching and learning platforms and our dynamic academics, reliable and trusted education that provides in-demand skills and knowledge to Africa’s leading businesses, governments, and institutions. Use the cutting-edge research and innovation of our human capital to provide reliable and trusted advice to Africa’s leading businesses, governments, and institutions. Purposefully engage globally and collaborate with Africa’s leading businesses, governments, and institutions to achieve societal impact and leverage the university brand, broader appeal, systems, and processes. TALENT MANAGEMENT Demographic Profile The staff profile within the College of Business and Economics is characterised by a high level of academic expertise and a strong commitment to local transformation. Academic and researchfocused staff constitute the largest person type at 70% (357 instances), while professional support staff make up the remaining 30% (153 instances). Our academics are notably distinguished, featuring 51 NRF-rated researchers and a significant percentage of academics holding doctoral qualifications. The gender distribution shows a predominantly female presence with 303 instances, accounting for 59% of the total workforce. From a nationality and race perspective, the profile is largely South African with 324 staff members belonging to designated groups, supplemented by a diverse international academic cohort of 61 individuals. This distribution reflects a strategic balance between maintaining high global research standards and achieving national transformation objectives. Performance Measures The CBE demonstrated exceptional institutional growth and academic excellence throughout 2025. Driven by a commitment to capacity-building and research impact, the year was marked by significant faculty advancement, specialised leadership development, and an enhanced national research profile. Staff Promotions and Career Advancement The College celebrated a robust cycle of promotions, reflecting the deepening expertise across its diverse schools. These advancements signify the successful progression of our academic pipeline: To professor: Professors C Okoro (Department of Finance and Investment Management, School of Management), C Schachtebeck (SARChI Entrepreneurship Education), M Hewitt (Department of Industrial Psychology and People Management, School of Management), G Els (Department of Accountancy, School of Accounting), M Biyase (School of Economics), and R Luke (Department of Transport and Supply Chain Management, School of Management). To associate professor: Nine colleagues transitioned to senior leadership roles: Associate Professors D Boikanyo, V Harilal (Department of Business Management, School of Management), O Takawira (Department of Finance and Investment Management, School of Management), T Zwane (School of Economics ), C Mara (Department of Business Management, School of Management), J Giddy (School of Tourism and Hospitality), S Nyikana (School of Tourism and Hospitality), I Ward (Department of Marketing Management, School of Management), and H Kesa (Food Evolution Research Centre, School of Tourism and Hospitality). To senior lecturer: The foundation of our teaching excellence was strengthened with the promotion of nine staff members, including Dr A Mphahlele (Department of Business Management, School of Management), Dr R Lekgau (School of Tourism and Hospitality), Dr T Mabitsela-Sewela (Department of Industrial Psychology and People Management, School of Management), Ms A Mhlongo (Department of Accountancy, School of group, 61% are pursuing degrees, 33% are enrolled in diplomas or certificates, and 6% are undertaking advanced diplomas. Our postgraduate body of 3 335 students (17%) shows an even higher female enrolment at 61%. This cohort is tiered towards advanced specialisation, with 60% in postgraduate qualifications below master’s level, 29% in master’s programmes, and 11% dedicated to doctoral research. Our commitment to excellence is reflected in a clear upward trajectory for both student success and research productivity. In 2025, we celebrated 5 797 graduates, consisting of 4 174 undergraduate and 1 623 postgraduate achievers. The calibre of our faculty continues to rise, with the number of academic staff holding doctorates increasing to 185, 51 – all of whom are NRF-rated scholars. This intellectual capital drove our research output to 732 units, averaging two units per capita with an exceptional 98% accreditation success rate from the Department of Higher Education and Training (DHET). We launched 24 academic initiatives specifically focused on societal impact and future-forward technology. These efforts have resonated with our students, resulting in a 91% undergraduate satisfaction rate and an 87% postgraduate module success rate, bringing our overall module success rate to 88%. Our dedication to quality and market relevance has been validated on the world stage: The Times Higher Education rankings currently place the CBE first in South Africa for Business and Economics, underscoring our position as a premier destination for business education. Beyond these metrics, the CBE experience is defined by inclusivity and the holistic wellbeing of our human capital. We foster deep, meaningful ties between staff and students, ensuring that as roles evolve alongside the technological revolution, we maintain a supportive, transformative environment that empowers the next generation of African leaders. School of Tourism and Hospitality 6 7 College of Business and Economics | Annual Report 2025 College of Business and Economics | Annual Report 2025
Prof C Schachtebeck Prof M Biyase Prof M Hewitt Prof R Luke Prof C Okoro Prof G Els Staff Promotions and Career Advancement Promoted to Professor: Staff Promotions and Career Advancement Promoted to Associate Professor: Prof I Ward Prof H Kesa Prof S Nyikana Prof V Harilal Prof O Takawira Prof D Boikanyo Prof C Mara Prof J Giddy Prof T Zwane Prof Natanya Meyer 8 9 College of Business and Economics | Annual Report 2025 College of Business and Economics | Annual Report 2025
Staff Promotions and Career Advancement Promoted to Senior Lecturer: Accounting), Dr L Seseni (Department of Business Management, School of Management), Dr N Strydom (Department of Accountancy, School of Accounting), Dr L Matlala (School of Public Management, Governance, and Public Policy), Dr S Mhlongo (Department of Applied Information Systems, School of Consumer Intelligence and Information Systems), and Dr T Majam (School of Public Management, Governance, and Public Policy). Prof Natanya Meyer was promoted to full professor and presented her inaugural professorial lecture. Strategic Skills Development To ensure sustainable leadership, the College invested in high-level executive training. Prof Stella Bvuma and Dr Husain Coovadia successfully completed the Executive Leadership Programme, while Dr Letebele Mphahlele, Prof Ilse Struweg, and Prof Rozanne Smith participated in the Women Leadership Programme, reinforcing the College’s commitment to gender transformation and inclusive governance. Research Excellence and NRF Ratings The CBE’s research output continues to gain national recognition. In 2025, the number of National Research Foundation (NRF) -rated researchers increased to 51, up from 47 in the previous year. A highlight of this achievement is Prof Chris Rogerson, who secured a prestigious B NRF-rating, signifying a researcher who enjoys considerable international recognition for the high quality and impact of their recent research outputs. Dr R Lekgau Dr T Mabitsela-Sewela Dr A Mphahlele Dr L Seseni Dr S Mhlongo Dr N Strydom Dr T Majam Ms A Mhlongo Dr L Matlala Prof Stella Bvuma Prof Ilse Struweg Dr Husain Coovadia Prof Rozanne Smith Dr Letebele Mphahlele Prof Chris Rogerson 10 11 College of Business and Economics | Annual Report 2025 College of Business and Economics | Annual Report 2025
Prof Erika Kraemer-Mbula Prof Tankiso Moloi Prof Mohamed Jahed Dr Ayanda Sibiya Prof Lethiwe Nzama-Sithole Recognitions, Awards and Prestigious Appointments Through its human capital, the CBE continues to make exceptional global contributions. CBE talent continues to be recognised as leaders in their respective fields. CBE staff members consistently demonstrate their influence through appointments to the boards of international societies, editorial roles at top-tier management journals, and visiting scholarships at prestigious global universities. Their expertise is further evidenced by their delivery of keynote addresses at major conferences, participation in ministerial committees, and significant contributions to the 2025 G20 subcommittees hosted by South Africa. Some of the highlights from our faculty’s recent achievements and institutional impact include: Global policy leadership: Prof Erika KraemerMbula represented UJ and the CBE at the 2025 World Economic Forum in Davos, where she contributed to high-level panels on the future of work and digital transformation. G20 engagement: Multiple colleagues took up strategic roles within G20 engagement groups. Prof Mohamed Jahed served as CoChair of the T20 South Africa Taskforce on Trade and Investment, while Prof Lethiwe NzamaSithole was appointed Deputy Co-Chair for the B20 Integrity and Compliance Task Force. Additionally, Prof Tankiso Moloi was on the Digital Transformation Task Force, and Dr Ayanda Sibiya joined the Startup20 Township and Rural Entrepreneurship Task Force. Exceptional research awards: Prof Talita Greyling received the International Society for Quality-ofLife Studies Research Fellow Award, becoming only the second African scholar to achieve this honour. Professional and academic appointments: Prof Stella Bvuma was appointed to the Board of the Independent Development Trust (IDT). Mr Thabiso Madiba was appointed Chairperson of the Sasol Khanyisa Board. Strategic keynotes and presentations: Prof Chioma Okoro delivered the keynote at World Facilities Management Day in Botswana, while Prof Tankiso Moloi presented on preparing educators for a changing world at the 2025 Basic Education Sector Lekgotla. Fellowships and accreditations: Dr Lesedi Matlala was selected for the 2024/2025 Public Engagement Exchange (PEX) Fellowship. Within the School of Accounting, Ms Caitlyn Krull, Dr Lulama Ngwenya, and Prof Tankiso Moloi all attained the prestigious CA(SA) designation. Furthermore, the Department of Finance and Investment Management became a registered CPD Provider through the Financial Planning Institute of Southern Africa. Milestones and landmark events: The Department of Business Management celebrated 35 years of academic excellence. In a historic moment for the continent, UJ hosted the first-ever launch of the World Happiness Report on African soil, coinciding with the International Day of Happiness. High-impact collaborations: The DSI/NRF SARChI in Industrial Development, led by Prof Fiona Tregenna, partnered with UNU-WIDER for a significant policy dialogue. Meanwhile, the Trilateral Chair in Transformative Innovation hosted the 2025 Globelics Conference, welcoming delegates from over 50 countries to amplify voices from the Global South. Through these diverse contributions, the CBE continues to foster sustainable solutions and drive the global discourse on innovation, governance, and economic development. Prof Stella Bvuma Prof Tankiso Moloi Dr Lulama Ngwenya Prof Tankiso Moloi Mr Thabiso Madiba Dr Lesedi Matlala Prof Talita Greyling Prof Chioma Okoro Ms Caitlyn Krull 12 13 College of Business and Economics | Annual Report 2025 College of Business and Economics | Annual Report 2025
International World happiness Day Report launched for the first time on the African continent The Department of Business Management celebrated 35 years of academic excellence Prof Fiona Tregenna, partnered with UNU-WIDER for a significant policy dialogue Staying Relevant Our faculty and staff remain at the forefront of public discourse, contributing their expertise through scholarly publications, media engagements, and strategic partnerships. These contributions reflect our commitment to bridging the gap between academic research and real-world application. Key highlights of our recent public and professional engagements include: Scholarly publications: Prof Natanya Meyer, Prof Marius Venter, and Dr Niël Krüger published the fourth volume of the Local Development Book Series, titled The Role of Entrepreneurial Ecosystems in Sustainable Local Economic Development. 2025 Globelics Conference Media and thought leadership: Amira Asvat, CFP®, shared her expertise on personal finance and financial independence on DStv channel 345. Additionally, a special episode of UJTV – In Conversation featured Prof Tankiso Moloi and Prof Ben Marx in a dialogue with UJ Honorary Doctorate recipient, Prof Lumkile Wiseman Nkuhlu, exploring the vision of new executive leadership and student career prospects. Impactful opinion pieces: Our academics frequently contribute to the national narrative through the media. Notable 2025 opinion pieces include: – Prof Collin Reddy on the urgency of inclusive employee and manager ownership. – Prof Daniel Meyer on reviving the South African economy through domestic investment. Dr Niël Krüger Prof Natanya Meyer Prof Marius Venter 14 15 College of Business and Economics | Annual Report 2025 College of Business and Economics | Annual Report 2025
Amira Asvat Prof Herman Boikanyo Prof Collin Reddy Prof Daniel Meyer Prof Lumkile Wiseman Nkuhlu Prof Ben Marx Prof Lethiwe Nzama-Sithole Prof Lumkile Wiseman Nkuhlu Dr Ronél Toerien Prof Stella Bvuma Prof Daniel Meyer Dr Ayanda Sibiya – Prof Herman Boikanyo on protecting humanity in the age of AI and synthetic intelligence. – Prof Stella Bvuma on ensuring that digital ID verification remains inclusive for the poor. Strategic partnerships for governance: Prof Daniel Meyer led a partnership between the UJ-CBE and Infrastructure South Africa (ISA) to address systemic inequalities within South African municipalities. This collaboration culminated in the 2025 launch of the Local Government Inclusive Growth Index (LGIGI), a transformative tool that responds to the President’s call for inclusive economic growth. Empowerment and keynote addresses: At the inaugural Woman of Stature Foundation Professional Collection Summit 2025, Prof Lethiwe Nzama-Sithole presented on Wellness and a Growth Mindset, while Dr Ronél Toerien addressed Women in Leadership: Disrupting Limiting Beliefs. Additionally, Dr Ayanda Sibiya spoke at the Young Leaders Connect event, hosted by the International Women’s Forum South Africa (IWFSA). CBE Reputation Management The CBE continues to bridge the gap between theoretical scholarship and practical application through a multi-faceted approach to industry engagement. Central to this strategy is the appointment of professors of practice, seasoned experts from diverse economic and business sectors who bring real-world insights directly into the classroom. This is further reinforced by the active maintenance of industry advisory committees across all schools within the College, ensuring our curricula remain responsive to the evolving demands of the global workforce. Our commitment to excellence is reflected in the global standing of our leadership and faculty: Prof Tankiso Moloi achieved a remarkable distinction by being ranked number 8 globally in Digital Transformation by ScholarGPS (2025). This ranking, based on research productivity and citation impact over the prior five years, positions the CBE leadership at the forefront of global technological discourse. A significant cohort of CBE academics and special appointments also achieved the distinction of being ranked in the Stanford-Elsevier Top 2% of Global Scientists for 2025, placing them amongst the most influential researchers worldwide. The Times Higher Education (THE) World University Rankings 2025/2026 ranked UJ’s Business and Economics first in South Africa and on the African continent, a testament to our sustained academic authority. In a landmark event for 2025, the University conferred an honorary doctorate upon Prof Wiseman Nkuhlu, the first black Chartered Accountant in South Africa. Prof Nkuhlu also serves as an honorary professor within our School of Accounting, and his legacy is institutionalised through the newly launched Wiseman Nkuhlu Centre for Innovation, Thought Leadership, and Governance (WNCIG). Honorary Doctorate conferral Prof Wiseman Nkulu 16 17 College of Business and Economics | Annual Report 2025 College of Business and Economics | Annual Report 2025
Prof Thea Tselepis Vice Dean: Teaching and Learning College of Business and Economics Dr Hussain Coovadia Vice Dean: Non-Subsidised Programmes and Global Engagement College of Business and Economics TEACHING AND LEARNING The CBE is committed to academic excellence, driven by innovative teaching initiatives that ensure our students receive a transformative, relevant, and high-quality education. We have cultivated a student-centric learning ecosystem that uses evidence-based interventions to strengthen both retention and academic success. Our strategic focus on targeted advising, enhanced academic support, and early alert practices yielded significant results in 2025. In this regard, the College achieved an undergraduate module success rate of 89,8% and successfully reduced the secondyear undergraduate dropout rate to 6,7%. In parallel with these academic gains, the CBE expanded its student experience portfolio, launching thirteen undergraduate and nine postgraduate satisfaction initiatives. To bridge the gap between education and the professional world, we scaled employability programmes to reach 11 204 students through volunteering and work-integrated learning streams. Furthermore, we supported the completion of 5 028 registrations for massive open online courses (MOOCs) and continuing education programmes (CEPs), significantly broadening our students’ skills sets for the modern economy. Enrolment and Student Profile In alignment with institutional enrolment planning, the CBE experienced steady growth across its academic programmes in 2025. The undergraduate subsidised headcount increased from 15 593 in 2024 to 15 837 in 2025, representing a notable rise that remains consistent with our strategic targets. Similarly, non-subsidised programme registrations grew from 7 444 to 7 573, reflecting the continued market relevance of our diverse educational offerings and a healthy year-on-year trajectory. The profile of our undergraduate body continues to underscore the CBE’s commitment to academic excellence and social mobility. Notably, 2 006 first-year students from Quintile 1 and 2 schools registered with an admission point score (APS) of 35 or higher, accounting for 54,1% of the cohort. This demonstrates our success in attracting highachieving students from various socioeconomic backgrounds. At the postgraduate level, the College has intentionally managed growth to align with our high standards of supervision and research quality. The total postgraduate headcount increased to 3 335 students in 2025, up from 3 213 in the previous year. This cohort includes 1 993 students enrolled in honours and postgraduate diplomas, and 978 students at the master’s level. Our strategic focus on deepening our research impact is further evidenced by our 364 doctoral candidates. Furthermore, our international footprint is represented by 191 non-subsidised international students across both undergraduate and postgraduate levels. 18 19 College of Business and Economics | Annual Report 2025 College of Business and Economics | Annual Report 2025
Doctoral graduates: Celebrating the highest level of research contribution and scholarship Graduate Output 2025 The CBE continues to be a primary driver of highlevel skills development for the South African economy. In 2025, the College produced a total of 5 797 graduates, representing a robust pipeline of talent across the undergraduate and postgraduate landscapes. Graduate distribution: Approximately 4 174 graduates entered the professional world, equipped with foundational expertise in business, economics, and management sciences. A significant 1 623 graduates (comprising honours/postgraduate diploma level and master’s and doctoral levels) successfully completed advanced research and professional qualifications. To celebrate the pinnacle of academic achievement, the CBE hosted two prestigious Dean’s Honours and Awards ceremonies in 2025. These events were specifically dedicated to recognising: Doctoral graduates: Celebrating the highest level of research contribution and scholarship. Cum laude master’s graduates: Acknowledging exceptional academic performance and technical mastery. These initiatives are more than ceremonial; they serve as a strategic platform for strengthening the CBE alumni network and deepening relationships with industry stakeholders. By honouring our top-performing graduates, we ensure that our alumni remain lifelong ambassadors of the College, facilitating future mentorship, recruitment, and collaborative research opportunities. Student Access and Success and Support for Students The CBE remains dedicated to fostering a studentcentric learning ecosystem that prioritises both access and long-term success. By implementing evidence-based interventions and robust support structures, we ensure that our students are not only admitted but are also equipped to thrive academically and professionally. Our 2025 performance metrics highlight the efficacy of these support systems: The College achieved an impressive undergraduate module success rate of 89,8%. This high level of performance is bolstered by a decrease in the undergraduate dropout rate to 6,7%, a result of targeted advising and early alert practices designed to catch and support at-risk students before they exit the system. Our commitment to timely graduation is reflected in our throughput rates. The composite undergraduate throughput rate reached 48,1%, while the postgraduate throughput rate climbed to 68,2%, ensuring a steady flow of qualified professionals into the economy. Recognising that success extends beyond the classroom, we have significantly scaled our student support and career readiness initiatives. Our employability programmes, which include volunteering and work-integrated learning, reached 11 204 students this year. These initiatives are vital in bridging the gap between theoretical knowledge and the practical demands of the global job market. Cum laude master’s graduates: Acknowledging exceptional academic performance and technical mastery Africa by Bus: Students visiting the Women’s University in Africa, Zimbabwe Student Academic and Cultural Enrichment In 2025, during the University of Johannesburg’s 20th celebration, and as part of the University’s Pan-African, Global South, and globalisation agenda and continental collaboration initiatives, the CBE visited Zimbabwe from 29 August until 4 September 2025. Final year undergraduate students in a variety of business and economics programme qualification mixes were introduced to a small portion of the Indian Ocean Trade Route to enrich their studies, encourage cultural diversity exchange to broaden and deepen their knowledge, and develop skills for workplace and society preparedness. The Africa by Bus 2025 trip to Zimbabwe was an immersive educational and cultural experience. The purpose of the tour was to provide students with a deeper understanding of Africa’s rich cultural heritage, trade networks, and economic landscapes. The programme was designed to blend history, education, industry exploration and networking, and cultural exchange. Student Satisfaction (Survey 2025) Undergraduate enrolments remained strong, student success rates improved or held steady at a high base, and overall satisfaction with the teaching and learning experience reached 94.9% amongst respondents, with a derived overall satisfaction score of 90.8%, up from 89.2% in 2024. Concurrently, the Utrecht General Engagement Scale (UGES) highlights both strengths and areas for continued attention: strong lecture preparedness and approachability, improving tutorial participation and effectiveness, growing adoption of AI tools for learning, and robust perceptions of academic integrity; alongside workload pressure, internet access constraints for a segment of students, and wellbeing challenges that require sustained, systemic support. 20 21 College of Business and Economics | Annual Report 2025 College of Business and Economics | Annual Report 2025
CBE mentors workshop Doctoral and cum laude master’s graduates acknowledgement Managing Risk Affecting the Teaching and Learning Experience in the CBE Key risks impacting the teaching and learning experience and our mitigations include: New staff Toolkit co-designed in the College for new staff and to create a ‘one-stop’ document for reference launched in March 2025. Monitor programmes in departments for excluded students who are allowed back into the system. Revision classes during exam time in an online format for students at risk is a practice adopted by various departments in the CBE, and students could leverage these opportunities due to digital accessibility. Strengthening referral loops to PsyCaD and SRC to improve the voice of students, and in addition leveraging mentors/senior mentors for early alerts. College support for Access to equipment such as calculators in some programmes. A high-communication high-trust principle was incorporated in all training in 2025 and practised by staff and students so that proactiveness becomes a value. Programmes and Staying Relevant The College of Business and Economics (CBE) brings together a rich and purposefully designed mix of qualifications that reflect the academic depth and professional relevance of its schools and departments. Spanning NQF Levels 6 to 10, CBE’s Programme Qualification Mix (PQM) offers students flexible pathways into – and through – higher education, enabling entry at multiple levels and progression towards advanced qualifications. At the undergraduate level, the CBE offers 41 programmes comprising 229 modules. These include four extended diplomas, eleven diplomas, fourteen advanced diplomas (three of which are available in both contact and distance mode), four extended degrees, and 17-degree programmes (one offered in contact and distance mode). The CBE contributes thirteen undergraduate modules to other Faculties, while 30 modules from other Faculties are incorporated into the CBE’s own offerings – a reflection of the College’s collaborative approach to curriculum delivery. Many of these qualifications are closely aligned with the requirements of leading professional bodies, including the South African Institute of Chartered Accountants (SAICA), the Chartered Institute of Management Accountants (CIMA), the South African Council for the Property Valuers Profession (SACPVP), and the Health Professions Council of South Africa (HPCSA). At the postgraduate level, the College provides six postgraduate diplomas (24 modules), 25 Honours programmes (128 modules), 22 coursework master’s programmes (189 modules), 24 research master’s programmes, and 24 doctoral programmes. Maintaining the quality and relevance of this extensive portfolio is an ongoing priority. In 2025, the CBE processed four undergraduate and 31 postgraduate programme amendments, ensuring alignment with evolving national frameworks, professional standards, and best practices in curriculum design. Three programme reviews are currently in progress, with a structured plan in place for the remaining qualifications yet to undergo review. This systematic approach to quality assurance reflects the CBE’s commitment to delivering programmes that are both academically rigorous and responsive to the demands of a changing professional landscape. Work-Integrated Learning (WIL): 2025 Highlights In 2025, Work-Integrated Learning (WIL) expanded significantly across the College of Business and Economics (CBE), marking a decisive shift towards authentic, practicebased learning embedded directly into module design. A total of 9 departments reported structured WIL activity, comprising 29 distinct activities and involving more than 3,500 student participations across undergraduate and postgraduate programmes. These activities spanned case studies, simulations, industryguided briefs, internships, site visits, guest lectures, and projectbased learning, enriching both disciplinary depth and workplace readiness. While most WIL engagements did not require formal Memorandums of Understanding (MoUs) – typical of shortcycle experiential learning – the College has identified priority areas for expanding formal partnerships in 2026 to support consistency, quality assurance, and longterm sustainability. From balance sheets to boardrooms (Accounting) In AST2A01 Accounting Studies 200, 456 secondyear students completed an industryaligned case study supported by KPMG. The WIL experience culminated in a formal presentationbased assessment that mirrored boardlevel communication. Students practised professional judgement, critical analysis, and financial interpretation in a setting that simulated real corporate advisory contexts. Selling, not just studying (SCIIS Marketing Sales Challenge) Over two semesters, 500 students across Personal Selling 1B and Sales Management 3B engaged in a live sales challenge run in partnership with the Direct Selling Association of South Africa. Students operated within real selling environments and submitted workplacealigned employer reports as evidence of learning. This WIL experience significantly strengthened their confidence, professional ethics, communication, and customer engagement capabilities. From kitchen lab to luxury hotels (Hospitality) Across multiple modules in the School of Tourism & Hospitality, 359 students undertook WIL activities including site visits, internships, industry projectbased assignments, and guest lectures. Students interacted with industry partners such as Saxon, City Lodge, One & Only, and Four Seasons, gaining first-hand exposure to service excellence, food and beverage operations, hospitality ethics, and highperformance workplace environments. Tourism pathways into industry (Tourism) Across modules such as Work-Integrated Learning 3 and Tourism and Information Technology, 22 23 College of Business and Economics | Annual Report 2025 College of Business and Economics | Annual Report 2025
477 student participations were recorded. Students completed industry briefs, site-based media production, internships, and curation assignments with organisations such as Tourvest, Hotel Sky, 44 Stanley precinct partners, and others. These experiences helped students connect theory with visitor experience design, tourism product development, and the operations of integrated tourism value chains. Building real solutions (Applied Information Systems) In this twosemester capstone project, 110 thirdyear students engaged in client-facing digital solution development. Students produced project portfolios as evidence of learning, demonstrating their ability to apply systems analysis, agile development, usercentred design, and technical implementation in response to real organisational needs. {Sharma, 2025 #146}This experience strengthened digital literacy, teamwork, communication, and analytical thinking. Valuation in practice (Finance & Investment) In Property Valuation and Management 2B, 89 secondyear students engaged in a simulationbased WIL activity aligned to professional valuation standards and supported by the South African Council for the Property Valuers Profession (SACPVP). Students applied valuation principles in realistic scenarios, enabling them to develop strong evidencebased reasoning and applied decisionmaking skills. Entrepreneurship with community impact (Business Management) Across Entrepreneurship 2, 684 students engaged in case-based learning, service learning, and communityengaged projects. Collaborating with SMMEs, urban farmers, and informal-sector entrepreneurs, students applied innovation theory, problemsolving, and business modelling to real business challenges whilst also reflecting on social impact and developmental value Strategy for real brands (Marketing Management Honours) In Advanced Strategic Marketing Management, 64 honours students developed strategic marketing solutions for real brands such as Clover and PepsiCo. Deliverables included client-facing presentations and professional portfolios, closely mirroring consultancy work and strengthening industry-readiness. Honours students and FADA Graphic Design students collaborated in a minimarkethon to develop UJ-20 brand designs and brand application strategies. From classroom to consultancy (Tourism Management) In Destination Development 3A, 97 students engaged with specialist insights provided by Digby Wells, completing applied consultancy-style tasks linked to tourism planning and destination development. These enabled students to bridge theoretical frameworks with the realities of professional planning and sustainable tourism management. Non-Subsidised Programmes The CBE offers a robust portfolio of non-subsidised programmes designed to equip professionals, organisations, and public sector institutions with practical skills, specialised knowledge, and strategic insights. Delivered through face-to-face, online, and blended learning modes, these programmes bridge academic theory with real-world application, enhancing employability, leadership capacity, and sectoral expertise. The College’s non-subsidised offerings are particularly responsive to the evolving needs of industry, governance, and professional sectors. They integrate emerging technologies, innovative management frameworks, and leadership development to ensure participants gain both technical proficiency and strategic insight. These programmes provide actionable knowledge that can be immediately applied within organisations, enabling them to drive efficiency, innovation, and competitive advantage. Beyond skills development, these programmes foster critical thinking, problem-solving, and ethical decisionmaking-qualities essential for navigating the complexities of modern business and public sector environments. By engaging with practical case studies, experiential learning opportunities, and sector-specific projects, participants are prepared to lead change, implement best practices, and contribute meaningfully to organisational and societal outcomes. Through non-subsidised programmes, the College strengthens its partnerships with industry, professional bodies, and government institutions, whilst extending its reach to working professionals, executives, and lifelong learners who seek flexible, high-quality education. These offerings complement UJ’s broader academic portfolio, positioning the College as a leader in professional development, innovation, and knowledge transfer across South Africa and the continent. UJ Digital – Expanding CBE’s Online Learning Footprint The University of Johannesburg’s UJ Digital platform represents a transformative approach to online education, providing flexible, accessible, and industry-aligned learning opportunities across disciplines. Designed to encourage learning beyond the traditional campus setting, UJ Digital enables students, professionals, and lifelong learners to pursue accredited qualifications and short learning programmes (SLPs) entirely online, at their own pace, and from any location. By combining academic excellence with industry-aligned content and emerging technologies-including AI, IR4.0, and blockchain-these programmes equip professionals with the technical expertise, strategic insight, and leadership capabilities required to excel in dynamic, competitive environments. The CBE has four accredited online qualifications and six short learning programmes on UJ Digital. These programmes provide a continuum of learning from short, targeted skill-building courses to fully accredited degrees and diplomas, equipping learners with both theoretical knowledge and practical competencies for modern business environments. Through flexible delivery, innovative curricula, and a focus on practical application, UJ CBE ensures learners are prepared to meet current and future challenges whilst strengthening partnerships with industry, government, and 24 25 College of Business and Economics | Annual Report 2025 College of Business and Economics | Annual Report 2025
professional communities. These programmes highlight the College’s enduring impact on professional development, innovation, and sectoral growth, both nationally and across the continent. Innovation, Sustainability and Societal Impact CBE’s teaching model on Response Able humans increasingly integrates practical, real-world applications (industry guest input, case-based learning, authentic assessments) and promotes responsible AI literacy, supporting employability and ethical professionalism. Growing student volunteering during peak periods and the formalised mentorship structure reflect our social compact with students – supporting inclusion, success, and community engagement. Dr Arno Louw Prof Peter Baur Dr Susheila Moodley AI in Higher Education Teaching and Learning The College of Business and Economics established its Community of Practice (CoP) on AI in Higher Education in collaboration with Dr Susheila Moodley Professor of Practice and Academic Director at Futurebanker. The CoP was started in response to a pressing academic integrity challenge and urgency to illustrate Response Able Ways to use AI in Teaching and Learning. The CoP has positioned the College as a convener of inter-institutional dialogue on AI in education, with plans for 2026 that include faculty training on an integrated AI assessment framework developed collaboratively between Dr Arno Louw (UJ) and Dr Moodley (FutureBanker) for implementation, student critical thinking programmes, expanded reach to schools, TVET and private colleges, African institutional partnerships, and a focused research agenda addressing the notable absence of African voices in the global AIin-education discourse. The CoP incorporate various CBE innovations in Teaching and Learning. Practical illustrations and robust conversations took place in various sessions, covering foundational perspectives on AI in higher education, prompt engineering, and the ethical and responsible use of AI, with a session featuring guest speakers from Tshwane University of Technology and North-West University's AI Hub as well as international institutions such as Monash University in Australia. Key achievements include practical demonstrations of AI tools for education (including NotebookLM, ChatGPT, and Claude), a prompt engineering workshop, the teaching of critical thinking frameworks, cross-institutional engagement with NWU, NMMU, and UCT to benchmark approaches, and the establishment of a dedicated website (aiineducation.co.za) and MoodleNet resource hub for the UJ community. Cultural Entrepreneurship: A CBE-led National Teaching Innovation In the School of Economics, Prof Baur spearheaded a new CoP for Cultural Entrepreneurship, placing the CBE at the leading edge, to support the economic realities of artists that remain largely invisible. By bringing these insights into academic spaces, Prof Baur provides CBE with a framework to teach entrepreneurship as a multidisciplinary, culturally grounded, and socially responsive practice. This directly contributes to the College’s commitment to: Curriculum Innovation (embedding realworld, culturally relevant entrepreneurship); Inclusivity and transformation (recognising and valuing creative and indigenous knowledge systems); and Sustainable development (enabling livelihoods in undersupported creative economies). Communities of Practice (CoP) Newly Enrolled Doctoral Candidates Onboarding UJ Open Day 26 27 College of Business and Economics | Annual Report 2025 College of Business and Economics | Annual Report 2025
Wandisa Maseko Ayanda Rongo ABASA Winners The CoP introduces teaching innovations such as: New pedagogies that integrate cultural identity, heritage, tourism, intellectual property, and creative practice into entrepreneurship education. Interdisciplinary learning models that bridge business education, creative industries, and cultural studies. A developmental approach to intellectual property literacy, critical in cultural and creative industries. National collaboration and shared curriculum resources across universities. Inclusive models for teaching entrepreneurship, relevant particularly to creatives who traditionally fall outside formal business support ecosystems. These practical, contextual, socially engaged, and transformative innovations align with CBE’s vision of future-fit and -relevant business and economics education. Recognitions and Awards Our students continue to make a significant impact on both national and global stages, demonstrating the calibre of talent nurtured within the CBE. A primary highlight of our professional success is the performance of our accountancy students: 207 UJ candidates passed the Initial Test of Competence (ITC) set by the South African Institute of Chartered Accountants (SAICA). Notably, those writing the assessment for the first time achieved an impressive 87% pass rate, an improvement from 83% in 2024. The University of Johannesburg’s team from the Association for the Advancement of Black Accountants of Southern Africa (ABASA) also demonstrated exceptional skill, emerging as victors at the Joburg branch’s Big Debate Competition. In addition to the team’s overall win, individual students were recognised for their outstanding contributions: Best Speaker of the Day: Wandisa Maseko (first-year BCom Accounting) Best Rebuttal: Ayanda Rongo (second-year BCom Accounting) Best Collaborative Team: ABASA UJ Boitshoko November Thando Malesela Furthermore, our students have excelled in competitions focused on technology and economic policy. Liyabona Vengane won the June TechFinancials News Q&A Competition as part of the Empire Partner Foundation’s Solve 4X initiative. In the prestigious Nedbank and Old Mutual Budget Speech Competition, Boitshoko November was recognised as a finalist, while Thando Malesela secured the win in the undergraduate category, further cementing the CBE’s reputation for producing top-tier economic thinkers. UJenius and Orange Carpet Recruitment To further cultivate a culture of academic distinction, the CBE continues to celebrate its top-performing students through the prestigious UJenius and Orange Carpet initiatives. These programmes identify and support the University’s most intellectually gifted undergraduates. In 2025, the College saw a significant cohort of 1 108 students qualify for these elite status levels. This group includes 633 Orange Carpet students and 475 UJenius seniors who have maintained an outstanding academic average throughout their undergraduate studies. Conclusion CBE’s 2025 teaching and learning performance reflects a supportive ecosystem: high success rates, positive lecturer and tutor engagement, and an improving satisfaction trajectory. The College is well placed to deepen student success and societal impact in 2026. 28 29 College of Business and Economics | Annual Report 2025 College of Business and Economics | Annual Report 2025
Overview The CBE’s relentless drive to generate new knowledge continues to solidify our national and global reputation. The CBE increased its research output to 732 units, reflecting a strategic focus on critical areas, such as sustainable local economic development, digital transformation, and artificial intelligence. Our research portfolio is remarkably diverse, spanning finance and financial markets, environmental economics, technology policy, and the scholarship of teaching and learning. The CBE achieved an increase in research output units between the report year 2023 (RY2023) and report year 2024 (RY2024). Most academic ranks experienced an increase in the research output units. This is a demonstration of a wider increase the research productivity. The research output units increased by 13% from 648 in RY2023 to 732 in RY2024. The report year 2024 saw a shift in publication categories. The research output units in journals increased from 535 in RY2023 to 613 in RY2024. Chapters in books increased from 36 in RY2023 to 39 in RY2024. Conference proceedings decreased from 66 in RY2023 to 62 in RY2024. Book research output units increased from 12 in RY2023 to 18 in RY2024. The share of journal articles in RY2024 is 75% followed by conference proceedings (2%), chapter in books (10%) and books (13%). RESEARCH AND INNOVATION MEASURES, FOOTPRINT AND IMPACT Prof Hinaunye Eita Vice Dean: Research, Innovation and Postgraduates College of Business and Economics 10% 75% 13% 2% Journal articles Book chapters Book chapters Conference proceedings Figure 1. Publication by type for the report year 2024 (RY2024) 30 31 College of Business and Economics | Annual Report 2025 College of Business and Economics | Annual Report 2025
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