Conservation agriculture in South Africa: lessons from case studies.

Author(s):  
H. J. Smith ◽  
E. Kruger ◽  
J. Knot ◽  
J. N. Blignaut
2013 ◽  
Vol 19 (31) ◽  
pp. 5612-5621 ◽  
Author(s):  
Edward Rybicki ◽  
Inga Hitzeroth ◽  
Ann Meyers ◽  
Maria Santos ◽  
Andres Wigdorovitz

2018 ◽  
Vol 44 (4) ◽  
pp. 253-262 ◽  
Author(s):  
Julie Parle ◽  
Rebecca Hodes ◽  
Thembisa Waetjen

This article provides a history of three pharmaceuticals in the making of modern South Africa. Borrowing and adapting Arthur Daemmrich’s term ‘pharmacopolitics’, we examine how forms of pharmaceutical governance became integral to the creation and institutional practices of this state. Through case studies of three medicaments: opium (late 19th to early 20th century), thalidomide (late 1950s to early 1960s) and contraception (1970s to 2010s), we explore the intertwining of pharmaceutical regulation, provision and consumption. Our focus is on the modernist imperative towards the rationalisation of pharmaceutical oversight, as an extension of the state’s bureaucratic and ideological objectives, and, importantly, as its obligation. We also explore adaptive and illicit uses of medicines, both by purveyors of pharmaceuticals, and among consumers. The historical sweep of our study allows for an analysis of continuities and changes in pharmaceutical governance. The focus on South Africa highlights how the concept of pharmacopolitics can usefully be extended to transnational—as well as local—medical histories. Through the diversity of our sources, and the breadth of their chronology, we aim to historicise modern pharmaceutical practices in South Africa, from the late colonial era to the Post-Apartheid present.


2003 ◽  
Vol 2 (1) ◽  
Author(s):  
Veronica Hodgson ◽  
J. Zaaiman

Change management theory is extensive, and organisations constantly adapt to and embrace change. In post-apartheid South Africa we are building a racially integrated business environment and society, and leverage its competitive re-entry into the world business arena. Research to date has found that the majority of change initiatives fail due to resistance caused by poor conceptualisation and planning, and the lack of proper integration of the people and business dimensions of change. The model to implement a successful change program will be designed using a combination of readily available skills and techniques. Its development and testing will take place within the context of three case studies. OpsommingDie teorie van veranderingsbestuur is omvattend. Organisasies moet op konstante wyse daarby aanpas en dit integreer. In Post-Apartheid Suid-Afrika bou ons tans ’n ras geïntegreerde besigheidsomgewing en gemeenskap, en benut dit maksimaal in ons toetrede tot die mededingende wêreld besigheidsarena. Huidige navorsing het bevind dat die meeste veranderingsinitiatiewe faal weens weerstand teen verandering wat deur swak konseptualisering en beplanning, en ’n gebrek aan behoorlike integrering van mense en die besigheidsdimensies van verandering veroorsaak is. Die model om ’n suksesvolle veranderingsprogram te implementeer, sal ontwerp word met geredelik beskikbare vaardighede en tegnieke. Die ontwikkeling en toetsing sal binne die konteks van drie gevallestudies plaasvind.


Author(s):  
Hendrik Van der Merwe

In this paper I discuss three case studies of facilitation and mediation in South Africa: 1) facilitation between the South African apartheid establishment and the African National Congress in exile from 1963 to 1989; 2) facilitation that eventually led to mediation between Inkatha and the United Democratic Front in Natal over 10 months from 1985 to 1986; and 3)mediation between the African National Congress and the Afrikaner Freedom Foundation (Afrikaner Vryheidstigting, also known as Avstig) over 18 months from 1991 to 1993.


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