Ce travail vise à explorer la mise en place de l‟intrepreneuriat dans les entreprises de services. Il démarre par une synthèse de littérature sur l‟intrapreneuriat, le corporate entrepreneurship et les concepts liés. Ceci conduit à comprendre ce qu‟est l‟intrapreneuriat et en déduire des possibilités et contraintes liées à ce choix stratégique. Ensuite, un processus a été proposé pour les entreprises désireuses d‟encourager l‟intrapreneuriat. Juste là, nous avons adopté une méthodologie déductive. Dans la dernière partie, elle est complétée par une approche interactionniste qui conduit à la création d‟un modèle intrapreneurial. Elle se base sur l‟étude d‟un cas pratique en profondeur dans une entreprise africaine de services : Bénin Télécoms SA. Ceci nous met en relation directe avec les salariés pour saisir leurs perceptions de la démarche intrapreneuriale. Ces informations sont complétées par une observation indirecte, une connaissance sur les innovations de services et la gestion des entreprises africaines. Les apports théoriques et managériaux sont faits. Tout ceci a conduit à la proposition d‟un modèle intrapreneurial africain destiné aux entreprises de services. Ce processus intègre les valeurs communes africaines. Il conduit à un management de la qualité et indirectement à l‟amélioration de la performance organisationnelle des entreprises. / This work aims to explore the intrapreneurship in services ‟companies. It starts by a synthesis of literature on the intrapreneurship, the corporate entrepreneurship and the connected concepts. This needs to understand what is intrapreneurship and to deduct the possibilities and constraints about this strategic choice. Then, we propose one process for implement intrapreneurship in companies. In this party, we adopt a deductive methodology. After, it is completed by an interactionist approach which leads to the creation of an intrapreneurial model. We use the study of an in-depth practical case in an african company of services: Benin Telecoms SA. This puts us in direct relation with the employees to seize their perceptions of the intrapreneurship approach. This information is completed by an indirect observation, knowledge on the innovations of services and the management of the african companies. The theoretical and managerial contributions are made. All this led to the proposition of an intrapreneurial african model for the companies of services. This process integrates the african common values and leads to a management of the quality and indirectly to the improvement of the organizational performance of companies.

In most instances people tend to think of the public sector as monopolistic entities facing captive demand, enjoying guaranteed source and levels of financing, and being relatively immune from voters, stakeholders, and political institutions such as legislatures and courts (Morris & Kuratko, 2003: 305). Entrepreneurship or intrapreneurial behaviour is commonly discussed in the context of private business. However, government departments and other organs of state have a pressing need to think entrepreneurially (Rwigema & Venter, 2005:10). Against the backdrop of legacy of apartheid in South Africa, municipalities are still faced with the challenge of extending the fundamental benefits of basic water supply and sanitation, electricity and housing to all people. It is therefore imperative in the light of these challenges for a municipality like Ekurhuleni to operate as business does, by adopting an innovative or intrapreneurial approach. The primary objective of this study was to assess intrapreneurial climate in the Ekurhuleni Metropolitan Municipality and to make recommendations to foster intrapreneurship within the organisation. The literature review was instrumental to gather secondary data on corporate entrepreneurship (intrapreneurship) and to understand its dynamics. In order to gain primary data, quantitative research was carried out. The study population comprised lower, middle and top management participants, who were requested to complete questionnaires. This was followed by statistical analysis. The empirical results indicate no practical significance in respondents' perception of their entrepreneurial characteristics in relation to their superiors. However, the results do indicate practical significant differences between the relationship between the groups of top/middle and lower management level and entrepreneurial climate. The respondents did not fully agree with the statements that the Ekurhuleni Municipality climate is conducive to foster entrepreneurial behaviour. However, it was revealed that practical significant differences were found on the relationship between management level variable and intrapreneurial climate constructs. The results of the study indicate that the respondents have divergent views of the intrapreneurial climate in the Ekurhuleni Municipality and that these views are based on the following constructs: management support, sponsor (champions), tolerance for risks, mistakes and failure, appropriate rewards, discretionary time and work, empowered teams and multi-disciplinary teams and diversity, resources availability and accessibility, and flat organisational structure with open communication and strong sense of belonging. It can thus be concluded that lower level managers are of the opinion that the climate is not conducive for a spirit of innovation to prosper. The purpose of this research was to assess the intrapreneurial climate in the Ekurhuleni Municipality. Empirical evidence shows that there is a pressing need for a shift from the current top down approach to a future of entrepreneurism and innovation among the workforce. In light of the above-mentioned empirical findings, a practical action plan was recommended to the Ekurhuleni Municipality management in order to foster an intrapreneurial climate (see Table 5.1). Subsequent to the findings, a practical action plan was proposed to the Ekurhuleni Metropolitan Municipality's management to enhance a culture of innovation and entrepreneurial behaviour. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2009.

In most instances people tend to think of the public sector as monopolistic entities facing captive demand, enjoying guaranteed source and levels of financing, and being relatively immune from voters, stakeholders, and political institutions such as legislatures and courts (Morris & Kuratko, 2003: 305). Entrepreneurship or intrapreneurial behaviour is commonly discussed in the context of private business. However, government departments and other organs of state have a pressing need to think entrepreneurially (Rwigema & Venter, 2005:10). Against the backdrop of legacy of apartheid in South Africa, municipalities are still faced with the challenge of extending the fundamental benefits of basic water supply and sanitation, electricity and housing to all people. It is therefore imperative in the light of these challenges for a municipality like Ekurhuleni to operate as business does, by adopting an innovative or intrapreneurial approach. The primary objective of this study was to assess intrapreneurial climate in the Ekurhuleni Metropolitan Municipality and to make recommendations to foster intrapreneurship within the organisation. The literature review was instrumental to gather secondary data on corporate entrepreneurship (intrapreneurship) and to understand its dynamics. In order to gain primary data, quantitative research was carried out. The study population comprised lower, middle and top management participants, who were requested to complete questionnaires. This was followed by statistical analysis. The empirical results indicate no practical significance in respondents' perception of their entrepreneurial characteristics in relation to their superiors. However, the results do indicate practical significant differences between the relationship between the groups of top/middle and lower management level and entrepreneurial climate. The respondents did not fully agree with the statements that the Ekurhuleni Municipality climate is conducive to foster entrepreneurial behaviour. However, it was revealed that practical significant differences were found on the relationship between management level variable and intrapreneurial climate constructs. The results of the study indicate that the respondents have divergent views of the intrapreneurial climate in the Ekurhuleni Municipality and that these views are based on the following constructs: management support, sponsor (champions), tolerance for risks, mistakes and failure, appropriate rewards, discretionary time and work, empowered teams and multi-disciplinary teams and diversity, resources availability and accessibility, and flat organisational structure with open communication and strong sense of belonging. It can thus be concluded that lower level managers are of the opinion that the climate is not conducive for a spirit of innovation to prosper. The purpose of this research was to assess the intrapreneurial climate in the Ekurhuleni Municipality. Empirical evidence shows that there is a pressing need for a shift from the current top down approach to a future of entrepreneurism and innovation among the workforce. In light of the above-mentioned empirical findings, a practical action plan was recommended to the Ekurhuleni Municipality management in order to foster an intrapreneurial climate (see Table 5.1). Subsequent to the findings, a practical action plan was proposed to the Ekurhuleni Metropolitan Municipality's management to enhance a culture of innovation and entrepreneurial behaviour. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2009.

Utilizing individuals that are creative, risk taking and innovative could be the key to organizational success in our rapidly changing world. It is argued by many that intrapreneurs are the source of financial growth and profitability, an important source for organizations to stay competitive in a dynamically evolving business landscape. Despite that, the field of intrapreneurship is an overall under researched area where the point of view from the intrapreneurs has been neglected, as well as how leadership affects these individuals. To investigate more on the phenomena of intrapreneurship would contribute both to extent research, as well as give practical advice to management leading intrapreneurs. Therefore, this thesis intends to further extend the knowledge about how a destructive leadership could impact intrapreneurial behavior with the research question: How does passive leadership impact intrapreneurial behavior? In order to contribute with a discussion regarding this, a qualitative case study has been conducted where the employee perspective has been central. The objective of study is intrapreneurs from different organizations and positions. The data collected have been analyzed with the guidance of a theoretical ground and then been discussed in relation to the nature of passive leaders. The result from the study implies that intrapreneurial behavior is negatively impacted by passive leadership but it was also evident that the problem is complex and recommendations on further research have been presented. In conclusion, this research has found interesting insights regarding the relation between passive leadership and intrapreneurial behavior and has contributed to overlooked areas in the field of intrapreneurship as well as leadership.

Cette thèse se propose de comprendre en quoi le temps constitue une ressource permettant aux acteurs d’initier et de poursuivre des projets intrapreneuriaux. Notre étude empirique s’appuie sur 47 entretiens et une semaine d’observation participante à une formation-action à l’intrapreneuriat (Coup de pousse®) avec des membres d’un laboratoire de Recherche et Développement d’une grande entreprise française de l’énergie (GDF SUEZ).Nos résultats nous permettent de souligner la dimension qualitative du temps lorsque celui-ci est utilisé dans le cadre des activités intrapreneuriales : nous élaborons une typologie des formes de temps impliquées dans les différentes composantes du processus intrapreneurial. Nous observons, en outre, que le temps qui participe au processus intrapreneurial se caractérise par une qualité singulière, identifiée comme étant de la disponibilité d’esprit. Enfin, nous montrons que, même lorsque l’organisation encourage et soutient les activités innovantes à travers un ensemble de moyens tangibles et intangibles, il est nécessaire que les acteurs fassent preuve de proactivité vis-à-vis des ressources temps (temps autosaisi versus temps alloué). / Our thesis aims at understanding how time constitutes a resource which enables actors to initiate and pursue intrapreneurial projects. Our empirical study relies on 47 interviews, and a participative observation of an Intrapreneurship training program (a full-time week) with R&D researchers of a big French company in energy sector (GDF SUEZ).Firstly, our results underline the qualitative dimension of time: we elaborate a typology of various forms of time which are involved in the three components of intrapreneurial process. Secondly, we observe that, when time is spent for intrapreneurial activities, it is characterized by a singular quality, named availability of mind. Thirdly, we suggest that, even if organizations are able to encourage and sustain innovative activities by several tangibles and intangibles means, actors need to act proactively regarding time resources (grabbed time versus granted time).

Cette thèse se propose de comprendre en quoi le temps constitue une ressource permettant aux acteurs d’initier et de poursuivre des projets intrapreneuriaux. Notre étude empirique s’appuie sur 47 entretiens et une semaine d’observation participante à une formation-action à l’intrapreneuriat (Coup de pousse®) avec des membres d’un laboratoire de Recherche et Développement d’une grande entreprise française de l’énergie (GDF SUEZ).Nos résultats nous permettent de souligner la dimension qualitative du temps lorsque celui-ci est utilisé dans le cadre des activités intrapreneuriales : nous élaborons une typologie des formes de temps impliquées dans les différentes composantes du processus intrapreneurial. Nous observons, en outre, que le temps qui participe au processus intrapreneurial se caractérise par une qualité singulière, identifiée comme étant de la disponibilité d’esprit. Enfin, nous montrons que, même lorsque l’organisation encourage et soutient les activités innovantes à travers un ensemble de moyens tangibles et intangibles, il est nécessaire que les acteurs fassent preuve de proactivité vis-à-vis des ressources temps (temps autosaisi versus temps alloué). / Our thesis aims at understanding how time constitutes a resource which enables actors to initiate and pursue intrapreneurial projects. Our empirical study relies on 47 interviews, and a participative observation of an Intrapreneurship training program (a full-time week) with R&D researchers of a big French company in energy sector (GDF SUEZ).Firstly, our results underline the qualitative dimension of time: we elaborate a typology of various forms of time which are involved in the three components of intrapreneurial process. Secondly, we observe that, when time is spent for intrapreneurial activities, it is characterized by a singular quality, named availability of mind. Thirdly, we suggest that, even if organizations are able to encourage and sustain innovative activities by several tangibles and intangibles means, actors need to act proactively regarding time resources (grabbed time versus granted time).

No description available.

Over the past 15 years, technological change has introduced an unprecedented amount of competition in the global marketplace. Large corporations are at risk of disruption by global competitors, particularly the start-up community. In today’s highly competitive environment, the goal of every business is to get ahead: this is known as ‘competitive advantage.’ One way to foster competitive advantage is through innovation—the process of change, be it a new product, idea, or method. It can mean adapting the work environment to deliver an improved service or altering the business model. Large corporations are scalable business models by design. When a company establishes a successful business model, it monetizes that model to the fullest extent, supporting the model via corporate structures, processes, tools, and cultures. These companies now face a conundrum: the policies and procedures that make them efficient also stifle innovation, which is critical to business success in today’s ultra-competitive and ever-changing market. Large companies find it especially challenging to innovate successfully within the confines of massive, bureaucratic operational structures. Since most companies are designed to deliver under their current structures, any innovation that requires a change in business model or approach requires structural changes within the company. “Intrapreneurship,” also known as corporate entrepreneurial behaviour, has the potential to resolve the issues of innovation in large corporations. Intrapreneurship is a major competitive differentiator: benefits include increased economic growth, greater efficiency, the ability to manage change effectively, greater employee engagement and development, the ability to attract and retain entrepreneurial leaders, and sustainable growth. However, organizations are not aware of how to cultivate an intrapreneurial environment. In fact, organizations often unintentionally cultivate the opposite, by adopting risk-adverse policies, limiting corporate experimentation. The extant literature examines intrapreneurship at a firm level; however, there is limited literature identifying intrapreneurial traits at an employee level. It is these employee traits and behaviours that enable organizations to act intrapreneurially, resulting in value creation for organizations. Leadership engagement as it relates to intrapreneurship is also an area that is under researched. The support of leaders in innovation efforts is crucial for intrapreneurial employees to thrive and take ideas from a place of conception to implementation. This study takes a qualitative, approach, including semi-structured interviews of employees of a large technological firm and five semi-structured interviews with executives from media, technology, and finance industries. This research identifies specific traits of employees of intrapreneurial employees, including their behaviours and attributes. This research places the employee at the heart of the organization while positioning leaders and cultural elements on the periphery. It identifies curiosity, skilled risk taking, and experimentation as core intrapreneurial traits. This study also identifies the traits and behaviours of successfully intrapreneurial organizations and the role that leadership plays in supporting and developing intrapreneurial environments and cultures. Leadership has significant and positive relations with both empowerment and an innovation-supporting organizational climate. Top managers' leadership style has been identified as being one of the most important factors—if not the most important—when it comes to driving innovation. The findings from this research indicate that leaders need to play more of an active role in developing intrapreneurial activity. They need to evolve their role into shepherds who guide intrapreneurs in navigating the corporate immune systems. This research also evolves the conceptual framework of Antoncic and Hisrich (2001) by adding employee traits and leadership as new paradigms.

Business process management (BPM) is a philosophical approach to organisation-wide management in which the focus is on the processes through which it operates, and in particular the streamlining and optimising of these processes, for which software solutions may be used. CTexT is an intrapreneurial software organisation that has been experiencing problems with software development due to a lack of formal processes relating to customer support, versioning, configuration, quality, risk and project management. The objective of the study is to determine whether the implementation of an electronic BPM system can effectively solve CTexT's development problems and thereby improve its overall software development capacity. More specifically, the focus is on i) the effect of the resulting standardisation on creativity and innovation, and ii) implementation matters, such as the type of processes that can be subjected to an electronic system, and how CTexT can overcome the time and cost constraints of such a system. The study investigates these questions by means of a literature investigation in combination with interviews with knowledgeable respondents from other innovative and software organisations. Interviews with six employees from CTexT determine the relevance of these findings and highlight critical areas for process improvement. Since BPM systems improve organisational efficiencies and are generally employed in larger corporate contexts marked by transactional and repetitive activities where they enforce administrative rules, the conclusion is drawn that a BPM system will not be suitable for an intrapreneurial organisation, and that it is likely to cause more disruption to the creative environment than improve its operations. It is further shown that although a BPM system is theoretically applicable to software development, it generally does not seem to be applied practically in the industry, and the suitability of this process as manageable through a BPM system is seriously questioned. Instead, the research points to improvement through the application of software development methodologies and a holistic approach towards BPM. The investigation at CTexT confirms that its development problems relate to flawed methodologies and that remedies should therefore focus on improving its methodologies and controlling certain aspects of the software development life cycle by means of suitable software tools. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2007

Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2007.