Comprehensive research has been done on organisational behaviour, entrepreneurial spirit, entrepreneur, entrepreneurship and corporate entrepreneurship. Literature is however less clear on which organisational behaviour components influence corporate entrepreneurship. This creates a problem for managers and business leaders when they want to influence the entrepreneurial spirit within an organisation. This study summaries the literature on organisational behaviour variables and corporate entrepreneurship, as well as the limited findings linking the two concepts. The empirical study focuses four areas: testing validity and reliability of the measurements used in the study; the correlation between organisational behaviour components and corporate entrepreneurship; the ability of organisational behaviour components to predict corporate entrepreneurship; and finally testing if the grouping of organisational behaviour variables is justified. This cross sectional study was done in 12 non-listed and 5 listed companies in South Africa. Randomly selected employees completed 862 questionnaires. They represented all the local ethnic groups, both genders, and were from all organisational levels. The results of the empirical study indicated that the measurements used in the study were all acceptable being reliable and valid. The correlation between the selected organisational behaviour components and corporate entrepreneurship were all strong and significant, with goal setting the strongest, followed by performance management, then transformational leadership, and communication. The correlation with shared decision making, organisational culture, and power were less strong but still significant. The organisational behaviour components together declare a 46.5% variance in corporate entrepreneurship with organisational culture and goal setting contributing significantly and uniquely. Grouping the organisational behaviour variables in individual level, group level and organisational level, as suggested by many authors, did not provide a satisfactory solution. Suggestions to managers on where to focus when they want to foster corporate entrepreneurship were made. The limitations as well as suggestions for future research were discussed in the final instance. / Graduate School of Business Leadership / D.B.L.

Comprehensive research has been done on organisational behaviour, entrepreneurial spirit, entrepreneur, entrepreneurship and corporate entrepreneurship. Literature is however less clear on which organisational behaviour components influence corporate entrepreneurship. This creates a problem for managers and business leaders when they want to influence the entrepreneurial spirit within an organisation. This study summaries the literature on organisational behaviour variables and corporate entrepreneurship, as well as the limited findings linking the two concepts. The empirical study focuses four areas: testing validity and reliability of the measurements used in the study; the correlation between organisational behaviour components and corporate entrepreneurship; the ability of organisational behaviour components to predict corporate entrepreneurship; and finally testing if the grouping of organisational behaviour variables is justified. This cross sectional study was done in 12 non-listed and 5 listed companies in South Africa. Randomly selected employees completed 862 questionnaires. They represented all the local ethnic groups, both genders, and were from all organisational levels. The results of the empirical study indicated that the measurements used in the study were all acceptable being reliable and valid. The correlation between the selected organisational behaviour components and corporate entrepreneurship were all strong and significant, with goal setting the strongest, followed by performance management, then transformational leadership, and communication. The correlation with shared decision making, organisational culture, and power were less strong but still significant. The organisational behaviour components together declare a 46.5% variance in corporate entrepreneurship with organisational culture and goal setting contributing significantly and uniquely. Grouping the organisational behaviour variables in individual level, group level and organisational level, as suggested by many authors, did not provide a satisfactory solution. Suggestions to managers on where to focus when they want to foster corporate entrepreneurship were made. The limitations as well as suggestions for future research were discussed in the final instance. / Graduate School of Business Leadership / D.B.L.

Midst contextual themes of new technologies and globalisation, South African organisations are challenged to attract, develop and retain suitable skills in a labour market that will continue to suffer shortages. The HR function of today is required to partner with organisations at a strategic level in response to this challenge. Successful organisations understand that transforming the HR function require regular in-depth analyses of its effectiveness. The study aimed to assess the effectiveness of an HR function operating in a public utility, against current trends in HR transition. Different evaluation methodologies are explored to develop a theoretical evaluation model for the effectiveness of a HR function. The results confirmed that the HR function is not effective in its role as strategic partner, and highlights significant differences in perception between the stakeholders and the HR function regarding its effectiveness. Recommendations were made on future transformation actions for the specific HR function. / Industrial & Organisational Psychology / M.A. (Industrial Psychology)

Midst contextual themes of new technologies and globalisation, South African organisations are challenged to attract, develop and retain suitable skills in a labour market that will continue to suffer shortages. The HR function of today is required to partner with organisations at a strategic level in response to this challenge. Successful organisations understand that transforming the HR function require regular in-depth analyses of its effectiveness. The study aimed to assess the effectiveness of an HR function operating in a public utility, against current trends in HR transition. Different evaluation methodologies are explored to develop a theoretical evaluation model for the effectiveness of a HR function. The results confirmed that the HR function is not effective in its role as strategic partner, and highlights significant differences in perception between the stakeholders and the HR function regarding its effectiveness. Recommendations were made on future transformation actions for the specific HR function. / Industrial and Organisational Psychology / M.A. (Industrial Psychology)