This cross-sectional qualitative study explored and described the role and contribution of operational level employees towards corporate entrepreneurship (CE) in the long-term insurance sector in Johannesburg, South Africa. Individual face-to-face semi-structured interviews took place with 13 operational level employees. Data analysis was done through thematic analysis where themes and sub-themes emerged. The findings indicate that operational level employees acknowledge that CE positively influences their entrepreneurial activity within the organisation. While operational level employees implement the CE strategy, they emphasise non-engagement in the CE initiatives as one of the main barriers to contributing to CE. This study concludes that management should focus on the antecedents of CE such as management rewards/reinforcement, work discretion, organisational boundaries, organisational structure and organisational culture. / Applied Management / M. Com. (Business Management)