Since the beginnings of venture creation the traditional role of the entrepreneur has evolved from only being the owner of a small business to include those individuals within a large organisation who has entrepreneurial skills and applies these to benefit the company. The focus of this research study was the assessment of corporate entrepreneurship within Sasol Polymers, a division of Sasol Ltd. A comprehensive literature review was conducted in chapter 2. In the literature review entrepreneurship, corporate entrepreneurship and an entrepreneurial climate were defined. The dimensions of corporate entrepreneurship and the 13 constructs measuring the entrepreneurial climate were discussed, after which the constructs measuring the perceived success of the organisation were presented. Chapter 2 concluded by presenting practical suggestions in which an entrepreneurial climate could be established in an organisation. A historic overview of Sasol and Sasol Polymers was then presented. Among others; the history, vision, strategy, technology and innovation was discussed. The chapter concluded with the unique causal factors of Sasol Polymers that prompted this study. Empirical research was conducted after the literature review and background to the organisation. The empirical research focused on discussing the results obtained from the corporate entrepreneurship questionnaire. Top, middle and lower level managers of Sasol Polymers were selected as the sample population for this study and a 50% response rate was achieved. Basic demographic information of the respondents were dealt with first, after which the perceptions of the respondents with regard to the 13 constructs measuring the entrepreneurial climate and the constructs measuring the perceived success of the organisation were discussed. Furthermore, relationships were determined between demographic variables and the constructs measured in the questionnaire. Following the detailed empirical analysis done in chapter 4, it was concluded that managers participating in the survey regarded the constructs vision and strategic intent, strong customer orientation and entrepreneurial leadership as the most prevalent in Sasol Polymers. The least prevalent constructs required for an entrepreneurial climate were resource availability and accessibility, tolerance for risk, mistakes and failure and sponsors/champions. No practical significant difference could be found between the mean values of any of the demographical categories and the constructs measured in the questionnaire. The study concludes with practical recommendation, a measurement of the achievement of objectives and suggestions for future research. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

Since the beginnings of venture creation the traditional role of the entrepreneur has evolved from only being the owner of a small business to include those individuals within a large organisation who has entrepreneurial skills and applies these to benefit the company. The focus of this research study was the assessment of corporate entrepreneurship within Sasol Polymers, a division of Sasol Ltd. A comprehensive literature review was conducted in chapter 2. In the literature review entrepreneurship, corporate entrepreneurship and an entrepreneurial climate were defined. The dimensions of corporate entrepreneurship and the 13 constructs measuring the entrepreneurial climate were discussed, after which the constructs measuring the perceived success of the organisation were presented. Chapter 2 concluded by presenting practical suggestions in which an entrepreneurial climate could be established in an organisation. A historic overview of Sasol and Sasol Polymers was then presented. Among others; the history, vision, strategy, technology and innovation was discussed. The chapter concluded with the unique causal factors of Sasol Polymers that prompted this study. Empirical research was conducted after the literature review and background to the organisation. The empirical research focused on discussing the results obtained from the corporate entrepreneurship questionnaire. Top, middle and lower level managers of Sasol Polymers were selected as the sample population for this study and a 50% response rate was achieved. Basic demographic information of the respondents were dealt with first, after which the perceptions of the respondents with regard to the 13 constructs measuring the entrepreneurial climate and the constructs measuring the perceived success of the organisation were discussed. Furthermore, relationships were determined between demographic variables and the constructs measured in the questionnaire. Following the detailed empirical analysis done in chapter 4, it was concluded that managers participating in the survey regarded the constructs vision and strategic intent, strong customer orientation and entrepreneurial leadership as the most prevalent in Sasol Polymers. The least prevalent constructs required for an entrepreneurial climate were resource availability and accessibility, tolerance for risk, mistakes and failure and sponsors/champions. No practical significant difference could be found between the mean values of any of the demographical categories and the constructs measured in the questionnaire. The study concludes with practical recommendation, a measurement of the achievement of objectives and suggestions for future research. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

Thesis (MBA (Business Management))--University of Stellenbosch, 2006. / ENGLISH ABSTRACT: Business strategy provides direction to Sasol Polymers PP and deserves the attention of all levels in the organization. Strategic management can be defined as an explicit guide that allows the organization to specify objectives, formulate plans to achieve these objectives and then allocate resources to execute the plans to achieve the desired outcomes. The business strategy process involves identifying Sasol Polymers PP's business environment, its resources, circumstances within which it operates and its competitive advantages. There is a basic three step process in formulating a business strategy. 1. Determine where Sasol Polymers PP currently stands. 2. Determine where Sasol Polymers PP wants to go. 3. Determine how Sasol Polymers PP will get there. The research report validates not only the importance of business strategy and the essential components of the strategic management process, but also the importance of strategy execution within Sasol Polymers PP. The implication is that managers within Sasol Polymers PP need to achieve synergy between the strategy of the organisation and the people that must execute the strategy. / AFRIKAANSE OPSOMMING: Bedryfstrategie voorsien rigting aan die organisasie en verdien die aandag van alle vlakke in die organisasie. Strategiese bestuur kan beskryf word as 'n eksplisiete gids wat die organisasie toelaat om doeleindes te spesifiseer, planne te formuleer om hierdie doeleindes te bereik en dan bronne aanwys om planne te implementeer om die verlangde uitkomstes te bereik. Die proses behels identifisering van Sasol Polymers PP se besigsheidsomgewing, sy bronne, omstandighede waarin die maatskappy opereer en sy mededingende voordele. Daar is 'n basiese drie stap proses in die formulering van 'n bedryfstrategie. 1. Bepaal waar Sasol Polymers PP nou staan. 2. Bepaal waar Sasol Polymers PP wil wees. 3. Bepaal hoe Sasol Polymers PP daar wil uitkom. Die navorsingsverslag valideer nie net die belangrikheid van bedryfstrategie en die noodsaaklike komponente van die bedryfstrategieproses nie, maar ook die belangrikheid van strategie uitvoering binne Sasol Polymers PP. Die implikasie daarvan is dat bestuurders binne Sasol Polymers PP sinergie tussen die strategie van die maatskappy en die mense wat die strategie moet uitvoer moet bereik.