This research aims at contributing to a broader comprehension of the nature of the Triple Helix Model within the National System of Innovation. The research hence undertakes an exploration and explanation of the nature of existing or absence thereof of the collaboration among higher education institutions (HEIs), the industrial sector and the government in stimulating innovation. The literature review provides a landscape of the Model, which is crucial in comprehending the relationship of Triple Helix network actors, as a basis for formulating a new framework for strengthening the Model. Therefore, this article explores the current state of the Triple Helix Model and its potential weaknesses and proposes corrective action for the legitimatization of a new framework in an authentic environment. The pragmatic research design provides the basis for undertaking a desktop literature review followed by a mixed-research approach comprising questionnaires followed by interviews. The research methodology provided an overview on the research design, types of data collected, sampling issues, and relevant and ethical considerations. This research recommends that the government's role within the Model should be defined. The research also highlights that collaboration between HEIs and the private sector should be strengthened by applying the proposed new framework. The recommendations inter alia propose that improving research commercialization should be high on the Triple Helix policy agenda as well as the consistent realigning and repositioning of the Model's strategy to meet the changing needs and patterns of network actors. However, this can only occur among knowledgeable network actors.

This article is a desktop analysis of project risk management involving a project management institutional restructuring. The pragmatic nature of this research allows for the literature review and the document analysis to be integrated and presented as both a descriptive and analytical research. The analysis demonstrates that the project committee did not proactively manage project risk. The restructuring was a change management project, entailing the implementation of many organisational changes, such as restructuring, lay-off of some part of the administrative workforce, adoption of new technology, provision of new approaches to well-established procedures, and implementation of new performance initiative, the process which should have been managed with an effective integrated risk strategy and plan. Analysis of the restructuring project risk management exhibits little evidence of a systematic (computer based or manual) record that should have provided policies, procedures, and structures for managing risk. The article concludes that the restructuring risk process was inadequate and it could not have ensured a successful project. An analysis of the restructuring project risk monitoring and control exhibits a reactive rather than proactive application of risk management procedures. The analysis further indicates that the committee failed to make use of the various project risk management processes, standards, and guidelines. Based on the conclusions, the article recommends that project risk planning, strategy, control, and monitoring should be put in place for future institutional projects. The project management team should also put in place procedures for primary stakeholders engagements, identify and address their nature of interest and power in future risk management projects.

This paper undertakes a desktop examination of innovation policy and governance in Africa. The article therefore adds on to the importance of intra-African region innovation policy dialogue by exploring policy developments in the African region. The article identifies a weak and fragmented innovation system as a major challenge facing many of the African countries, exacerbated by the lack of an explicit innovation strategy. The literature indicates that Science, Technology and Innovation (STI) policies should not simply adopt a science-push approach to innovation, but rather focus on building an entire system of innovation. The emergence of a knowledge-based economy and globalisation such as the BRICs - Brazil, Russia, India, China and South Africa are restructuring the dynamics of innovation in developing countries. The literature has also shown that several international organisations have played significant roles in the development of Science and Technology (S&T) policies among African countries. However, the international organisations initiatives have mostly focused on the development of S&T with minimal emphasis on the role of policies and administration, which would increase learning and innovation performance in Africa. The central premise of the article is that innovation policy and governance is an essential component of the National System of Innovation in the African region.

The importance of examining corporate governance in organisations cannot be overemphasised. Corporate governance failure which has resulted from weak corporate governance systems has highlighted the need for research aimed at contributing to the improvement and reform of corporate governance at business, national and international level. A review of corporate governance mechanisms and their practical application in two retail companies in South Africa was undertaken. The research question that informed the study was: What is the nature of corporate governance mechanisms in the South African retail sector? The research design entailed analysis of secondary data, namely Annual Reports and other pertinent documents, and document analysis was used to show what is accessible to the ordinary share/stake-holder and what is not. Data analysis was conducted both qualitatively and quantitatively. With regard to corporate governance mechanisms, the results and discussion show that the two companies have not yet complied with the King II and III codes. Recommended strategies to strengthen corporate governance mechanisms in the South African retail sector should include a commitment to risk disclosure and revamping of the corporate governance structure of the ‘whole’ system.

This research aims to propose and validate research of a New Framework for integration of the concept of sustainability in projects by investigating the relationship between project and sustainability for project success. Integrating sustainability in projects is crucial metric for project success. However, the dearth in literature and the slow pace in emerging literature has left many issues unanswered regarding integration of sustainability in projects and the commitment of project teams to sustainability pillars. Therefore, this article explores the current state of sustainability, its potential weaknesses and therein proposes corrective action for the legitimatization of a New Framework on ‘project sustainability’ in an authentic environment. The methodological approach adopted in this research is a pragmatic examination of secondary data collected by the project team during a one-year period that demonstrates the effects of neglecting proactive management of the three pillars of sustainability resulting in poor project performance in terms of resources and stakeholder resistance, as well as the lessons learned therein. The findings reveals a low degree of commitment by project teams towards sustainability particularly with regard to social and environment pillars, even though the economic pillar has been given much attention, there is still much to be done. Hence, the importance of the proposed New Framework for project success. This research concludes and recommends the need to integrate sustainability adequately throughout a project life-cycle for the attainment of organizational strategy and satisfying stakeholders’ expectations. However, this can take place with a knowledgeable project management team on sustainability.