Este estudo foi realizado com o objetivo de investigar a percepção de executivos (as) sêniores quanto a possibilidade de empreender dentro de uma organização contemporânea, pontuar as barreiras percebidas por eles (as) e apresentar os caminhos percorridos afim de superar tais barreiras. A percepção de executivos (as) brasileiros (as) quanto a possibilidade de empreender dentro de uma organização nem sempre é positivamente unânime. As barreiras enfrentadas, muitas vezes, os (as) fazem perecer diante deste desafio. E como os (as) bem-aventurados (as) executivos (as) superam estas barreiras é de fato uma questão que requer maior entendimento. Outros fatores que merecem luz são como o poder político e a diferenciação de gêneros dentro das organizações pode influenciar o Intraempreendedorismo. Os achados da pesquisa indicaram que: 3% dos entrevistados (as) não acreditam ser possível empreender dentro de uma organização, 17% acreditam que depende do tipo de organização e 80% acreditam ser possível. De acordo com os dados pesquisados, conclui-se que empreender numa organização depende de uma combinação entre o mindset empreendedor das pessoas, um ambiente favorável que estimule as pessoas a trazerem suas ideias para mesa, uma cultura organizacional que permita a experimentação (tolerância a erros) e que as iniciativas estejam alinhadas a estratégia corporativa. A pesquisa baseou-se no depoimento de 35 executivos (as) brasileiros (as) que tiveram destaque dentro de organizações de grande porte. Como estratégia de pesquisa foi adotada a pesquisa narrativa e para a coleta de dados foram utilizadas entrevistas semi-estruturadas individuais. A interpretação dos dados se deu por meio da análise de conteúdo categorial (Bardin, 1977). É fato que o empreendedorismo está na pauta das empresas e aquelas que não vencerem os obstáculos no desafio de criar um ambiente que estimule a inovação, e não conseguir reter e atrair os profissionais adequados a essa expectativa, poderão ser insustentáveis a longo prazo e até ter sua sobrevivência ameaçada. / This study was carried out with the objective of investigating the perception of senior executives as to the possibility of undertaking within a contemporary organization, to punctuate the barriers perceived by them and to present the paths covered in order to overcome such barriers. The perception of Brazilian executives as to the possibility of undertaking within an organization is not unanimous. The barriers faced often make them perish in the face of this challenge. In addition, how blessed executives overcome these barriers is in fact a question that requires further understanding. Other factors that merit light are how political power and gender differentiation within organizations can influence intrapreneurship. At the end, it was possible to find out that: 3% of respondents do not believe it is possible to undertake within an organization, 17% believe that it depends on the type of organization and 80% believe it is possible. Given the data, it is concluded that undertaking in an organization depends on a combination of the entrepreneurial mindset of the people, a favorable environment that stimulates people to bring their ideas to the table, an organizational culture that allows experimentation (tolerance to errors) and initiatives are aligned with corporate strategy. The research was based on the testimony of 35 Brazilian executives who were prominent in large organizations. As a research strategy, narrative research was adopted and individual semi-structured interviews were used for data collection. Data interpretation was made through categorical content analysis (Bardin, 1977). It is a fact that entrepreneurship is on the agenda of companies and those who do not overcome obstacles in the challenge of creating an environment that stimulates innovation, and is unable to retain and attract professionals to that expectation, may be unsustainable in the end and until their survival threatened

D. Tech (Department of Business Administration, Faculty of Management Sciences), Vaal University of Technology. / Globalisation is creating profound and substantial changes for businesses and industries throughout the world. These changes have forced businesses to re-evaluate their organisational philosophy and strategic approaches to become more competitive. Businesses in general have to deal with internal and external challenges. To address these challenges, there is a significant amount of written consensus internationally, which denotes that established businesses should encourage entrepreneurial activity throughout their operations to compete successfully on a continuous basis. Therefore, businesses should identify and implement entrepreneurial actions such as developing new products and ideas or adapt their internal processes to new situations. Corporate level entrepreneurship plays an indispensable role in improving productivity and promoting economic growth. Entrepreneurial activities can result from individual creativity or pursuit of self-interest and some of these activities could eventually receive the business’s formal recognition and thus become an integral part of the business concept. Entrepreneurial activities are often initiated by individuals within an organisation. Therefore, one way in which organisations can remain competitive in today’s rapidly changing environment is to address the issue of achieving productivity through their employees. Human resources can either hinder or encourage corporate entrepreneurship. This study addresses the relationship between human resource management practices, corporate entrepreneurship and business performance in medium and large businesses. Four hypotheses were put forward for testing. A quantitative, formal and cross-sectional approach was used. Data were collected using a survey and self-administered questionnaires were emailed to 744 human resource managers in medium and large businesses in Gauteng. A response rate of 47.6 percent was achieved as 351 usable questionnaires were received. Items in the questionnaire were adapted from previous studies. Factor analysis was conducted to test the validity and reliability of the research instrument. Both descriptive and inferential statistics were applied to test the hypotheses. The empirical evidence indicated that corporate entrepreneurship is stimulated by better employee relations, selection practices, compensation, high levels of employee development and skills training. Selection and staffing are the most significant drivers of corporate entrepreneurship. The evidence further shows that human resource management practices influence business performance as well as that a positive relationship exists between innovation intensity and risk propensity, and business performance. The results also show that corporate entrepreneurship is a mediator between human resource management practices and business performance. As this was the first formal study conducted, which aimed to determine the influence of human resource management practices on corporate entrepreneurship and how it affects businesses performance, it can serve as a guideline for businesses in South Africa to assess their entrepreneurial intensity and corporate entrepreneurial climate.

The problem that most, if not all, large companies deal with in one way or another, is to stay relevant and competitive as their industry evolves. They need to keep improving their current services or products but still need to keep their eyes open for disruption. This requires them to make long-term investments in research and development, which does not always result in a quick return. To stay relevant, corporations need to increase corporate innovation. Research on collaboration between startups and corporations has grown substantially in recent years, but there is a gap in academic literature focusing on the barriers of these collaborations. This qualitative study focuses on what perspective Icelandic corporate managers have towards collaborating with startups as part of their corporate innovation. To accomplish that, eight semi- structured interviews with top-level managers from large corporations were conducted. It was clear that all interviewees were very positive about collaborating with startups even though most of them had little or no experience from doing so themselves. Icelandic companies seem to be reluctant to invest the required time and resources it takes for these collaborations to be successful because of the lack of successful examples in Iceland so far. This research only looked at the barriers and benefits from the perspective of top-level managers in large corporations but future research could include the perspective of startups as well.

The publication-based dissertation investigates how to leverage corporate venturing units for the continuous stra- tegic renewal of established companies. It includes four self-contained research papers, from which three are de- veloped for publication in peer-reviewed academic journals, and one for publication as an academic teaching case study. The first paper uses the methodology of a systematic literature review to integrate different research streams of organizational ambidexterity, dynamic capabilities, and corporate venturing. As a result, it provides an inte- grated framework and identifies interlinked-ambidextrous corporate venturing units as a promising research av- enue for strategic corporate venturing. The second paper applies a multiple-case study approach to differentiate contemporary corporate venturing units from a strategic renewal perspective. As a result, it can provide a novel typology and suggest a first organizational framework for strategic corporate venturing. The third paper investi- gates the identified interlinked-ambidextrous corporate venturing units deeper through additional qualitative data collection and analysis. This results in a proposed organizational model of strategic corporate venturing with spe- cific organizational antecedents alongside process activities, dynamic capabilities and organizational interlinks as possible enablers, and ambidextrous orientation as a possible mediator to develop organizationally consequential new business. The fourth paper helps to apply these findings by describing the strategic renewal challenge of the digital scale-up Freeletics and leading through the organizational set-up of a suitable strategic corporate venturing project in the teaching note. To integrate all papers within one dissertation, they are framed with an introductory and concluding section. The introduction describes the overall need and motivation for the research and intro- duces the key theoretical concepts as well as the four research papers and their publication status. The concluding section provides theoretical and practical implications, as well as limitations and future research opportunities across all included papers. Altogether, the dissertation enhances existing corporate venturing theory to better lev- erage the concept for strategic renewal and provides new insights into the establishing and application of dynamic capabilities and organizational ambidexterity in dedicated corporate venturing units.

This thesis has the main purpose of uncovering the stages and success-failure factors to implement corporate entrepreneurship in energy and automotive companies. The goal is driven by the implication that not understanding the process and factors to be considered can result in the failure of new business development. The corporate entrepreneurship implementations within many corporations are heterogeneous and variative. Therefore, instead of looking at corporate entrepreneurship from a general standpoint, this research combines the two cases to figure out the practice of corporate entrepreneurship more deeply by looking at the similarities and differences between the two of them. The research is conducted in Sweden with the case of two Swedish Companies with different business focus: Volvo (automotive company) and Vattenfall (energy company). This research uses comparative case studies which use semi-structured interviews and analysis of company information. The interview respondents were seven people from the corporate level from different divisions in both companies and nine people from the venture level with different corporate venture projects. The findings of this thesis have identified a total of 21 critical activities in the development stages and 17 success factors in the corporate venture development based on the incorporation of practice in Volvo and Vattenfall. Both companies have many similar activities in the development stages and success factors in the internal venture development. Both of them give a similar picture of corporate entrepreneurship implementation. It shows that the practice of corporate entrepreneurship in Swedish companies has a pattern of firm behaviours. The differences between activities and success factors occur due to different types of projects and organizational structures. / Detta examensarbete har som huvudsyfte att undersöka stadierna och framgångs faktorerna för att implementera entreprenörskap i energi- och fordonsföretag. Målet drivs av implikationen att om man inte förstår processen och faktorerna som ska beaktas kan det leda till att ny affärsutveckling misslyckas. Implementeringarna av entreprenörskap inom företag är heterogena, och vi måste undersöka variationen djupare utveckla mer om variationen. Därför, istället för att titta på entreprenörskap inom företag från en allmän synvinkel, kombinerar denna undersökning de två fallen för att ta reda på praktiken av företagsentreprenörskap djupare genom att titta på likheterna och skillnaderna mellan de två. Undersökningen bedrivs i Sverige med två svenska företag med olika affärsinriktning: Volvo (fordonsföretag) och Vattenfall (energiföretag). Denna undersökning forskning använder sig av jämförande fallstudier som i sin tur använder sig av semistrukturerade intervjuer samt analys av företagsinformation. Intervjurespondenterna var sju personer från företagsnivå från olika divisioner i båda företagen och nio personer från företagsnivå med olika företagsprojekt. Resultaten av denna undersökning avhandling har identifierat totalt 21 kritiska aktiviteter i utvecklingsstadierna och 17 framgångsfaktorer i företagsutvecklingen baserat på inkorporeringen av praxis i Volvo och Vattenfall. Båda företagen har många liknande aktiviteter i utvecklingsskedet och framgångsfaktorer i den interna venture-utvecklingen. Båda ger en liknande bild av genomförandet av entreprenörskap inom företag. Den visar att utövandet av entreprenörskap i svenska företag har ett tydligt mönster. Skillnaderna mellan aktiviteter och framgångsfaktorer uppstår på grund av olika typer av projekt och organisationsstrukturer.

Abstracts in English, Afrikaans and Zulu / Literature suggests that human resource practices (HRPs), particularly performance appraisal (PA), contribute to innovation. However, the importance of PA amongst other antecedents to innovation is inadequately described. This leaves human resource managers (HRMs) in the dark on which HRPs they should emphasize. This study contextualises the PA-innovation relationship in South Africa and specifies the importance of PA as a driver of innovation within and across organisations. A cross-sectional survey was employed, acquiring data from a broad cross-section of South African employees and organisations. PA, HRPs and three other antecedents to innovation, and innovation itself, were measured. Across organisations, PA was directly responsible for between 3.8% and 5.7% of the variance in innovation. It was also found that, when PA was combined with other HRPs and other antecedents to innovation, the role of PA was significant, though mostly secondary. Within organisations, the pattern repeated itself with the PAinnovation relationship significant in 30% of organisations, with PA never the dominant driver of innovation in any organisation. The research thus revealed that PA, as an antecedent to innovation, plays a subordinate role, both across employees and within specific organisations. When testing more complex models on the PA-innovation link, the results revealed that the PA-innovation relationship is mediated by work engagement (WE) as well as affective commitment (AC), with WE having the greatest effect. Transformational leadership (TL) and corporate entrepreneurship (CE) moderate the PA-innovation relationship, with TL having the strongest effect and CE having almost no effect. Proactive personality does not moderate the PA-innovation relationship. The results specify the relative importance of PA in general and within specific organisations. The main finding is that PA is not the dominant HRP driving innovation. It also shows that leadership behaviour (TL) more than climate (CE), and WE rather than AC influence the PA innovation relationship. The aforementioned will benefit all stakeholders, particularly HRMs, to focus on appropriate HRPs when trying to enhance innovation at the general employee and organisational level. No previous research has discussed the role of PA as an antecedent to innovation in this degree of detail or contextualised the research as has been done here. / Literatuur suggereer dat menslike hulpbronpraktyke, veral prestasiebeoordeling, bydra tot innovasie. Die belangrikheid van prestasiebeoordeling onder ander antesedente vir innovasie word egter onvoldoende beskryf. Dit laat menslikehulpbronbestuurders in die duister waarop menslike hulpbronpraktyke hulle moet beklemtoon. Hierdie studie kontekstualiseer die prestasiebeoordeling-innovasie-verhouding in Suid-Afrika en spesifiseer die belangrikheid van prestasiebeoordeling as 'n drywer van innovasie binne en oor organisasies. Daar is gebruik gemaak van 'n deursnee-opname met die verkryging van data van 'n breë deursnit van Suid-Afrikaanse werknemers en organisasies. Prestasiebeoordeling, menslike hulpbronpraktyke en drie ander voorvaders vir innovasie en innovasie self is gemeet. Regoor organisasies was prestasiebeoordeling regstreeks verantwoordelik vir tussen 3.8% en 5.7% van die variansie in innovasie. Daar is ook gevind dat, toe prestasiebeoordeling gekombineer is met ander menslike hulpbronpraktyke en ander antesedente vir innovasie, die rol van prestasiebeoordeling belangrik was, hoewel meestal sekondêr. Binne organisasies het die patroon homself herhaal met die prestasiebeoordeling-innovasie-verhouding wat in 30% van die organisasies beduidend was, met prestasiebeoordeling nooit die dominante drywer van innovasie in enige organisasie nie. Die navorsing het dus aan die lig gebring dat prestasiebeoordeling, as 'n voorvader van innovasie, 'n ondergeskikte rol speel, beide oor werknemers en binne spesifieke organisasies. By die toetsing van meer ingewikkelde modelle op die prestasiebeoordeling-innovasie-skakel, het die resultate aan die lig gebring dat die prestasiebeoordeling-innovasie-verhouding bemiddel word deur werksbetrokkenheid sowel as affektiewe toewyding, met die feit dat werksbetrokkenheid die grootste effek het. Transformasionele leierskap en korporatiewe ondernemerskap het die prestasiebeoordeling-innovasie-verhouding gematig, en Transformasionele leierskap het die sterkste effek en korporatiewe ondernemerskap het byna geen effek nie. Proaktiewe persoonlikheid modereer nie die prestasiebeoordeling-innovasie-verhouding nie. Die resultate spesifiseer die relatiewe belang van prestasiebeoordeling in die algemeen en binne spesifieke organisasies. Die belangrikste bevinding is dat prestasiebeoordeling nie die dominante menslike hulpbronpraktyk is wat innovasie dryf nie. Dit wys ook dat leierskapsgedrag meer as klimaat is, en werksbetrokkenheid eerder as affektiewe toewyding die binnovasieverhouding beïnvloed. Bogenoemde sal alle belanghebbendes, veral menslikehulpbronbestuurders, bevoordeel om op toepaslike menslike hulpbronpraktyke te konsentreer as hulle probeer om innovasie op die algemene werknemer- en organisatoriese vlak te bevorder. Geen vorige navorsing het die rol van prestasiebeoordeling as 'n voorkennis vir innovasie in hierdie mate van detail bespreek of die navorsing gekontekstualiseer soos hier gedoen is nie. / Izincwadi zisikisela ukuthi imikhuba yemithombo yabantu, ikakhulu ukutuswa ngomsebenzi, kwenza abantu basungule izinto. Nokho, ukubaluleka kwe-ukutuswa ngomsebenzi phakathi kwezinye izinto kudlula ukusungula izinto okuchazwe ngokungenelea. Lokhu kwenza abaphathi bemithombo yabantu besebumnyameni ngokuthi imaphi ama-imikhuba yemithombo yabantu okufanele bawagcizelele. Lolu cwaningo luhlobanisa ukusungulwa kwezinto ze-ukutuswa ngomsebenzi nobuhlobo eNingizimu Afrika futhi ikhuthaze ngokukhethekile ukubaluleka kweukutuswa ngomsebenzi njengokushukumisa abantu ukuba basungule ngaphakathi nakuzo zonke izinhlangano. Kwasetshenziswa inhlolo-vo kuzo zonke izinhlangano, kwaqoqwa idatha kuzo zonke izingxenye zabasebenzi baseNingizimu Afrika nezinhlangano. I-ukutuswa ngomsebenzi, ama-imikhuba yemithombo yabantu nabanye abasunguli abathathu bezinto, nokusungulwa kwezinto ngokwako kwakalwa. Kuzo zonke izinhlangano, i-ukutuswa ngomsebenzi yayinomthwalo ngokuqondile phakathi kwamaphesenti angu-3.8 no-5.7% zokusungula izinto okuhlukahlukene. Kwatholakala nokuthi, lapho i-ukutuswa ngomsebenzi ihlanganiswa namanye ama-imikhuba yemithombo yabantu nezinye izinhlangano ezisungula izinto, indima ye-ukutuswa ngomsebenzi yayibalulekile, nakuba ingeyesibili. Phakathi nezinhlangano, umkhuba wawuziphindaphinda ekusunguleni kwe-ukutuswa ngomsebenzi nobuhlobo nezinhlangano ezingamaphesenti angu-30, i-ukutuswa ngomsebenzi yayingashukumisi ukusungula izinto kunoma iyiphi inhlangano. Ngakho, ucwaningo lwembula ukuthi i-ukutuswa ngomsebenzi, njengento esungulayo, inendima ebalulekile, kokubili kubasebenzi nasezinhlanganweni ezithile. Lapho kuhlolwa izimo eziyinkimbinkimbi kakhulu ekuhlobaneni nokusungula kwe-ukutuswa ngomsebenzi, imiphumela yembula ukuthi ukusungula kwe-ukutuswa ngomsebenzi kuhlobene nokusebenza kanye nokuzibophezela okuphumelelayo, i-kuhlobene nokusebenza inomthelela omkhulu kakhulu. Abaholi bezinguquko nabaphathi bezinkampani bayakulinganisa ubuhlobo bokusungula ne-ukutuswa ngomsebenzi, i-abaholi bezinguquko inomthelela omkhulu kakhulu futhi i-nabaphathi bezinkampani ingenawo umthelela. Ubuntu obuhle abulinganiseli ubuhlobo bokusungula kwe-ukutuswa ngomsebenzi. Imiphumela ibonisa ukubaluleka kwe-ukutuswa ngomsebenzi phakathi ezinhlanganweni ezithile. Okwatholakala ukuthi i-ukutuswa ngomsebenzi ayiyona into eyinhloko eshukumisa ukusungula kwe-imikhuba yemithombo yabantu. Ibuye ibonise ukuziphatha kwabaholi ngaphezu kwesimo sezulu, ne-kuhlobene nokusebenza kunethonya le-nokuzibophezela okuphumelelayo ebuhlotsheni bokusungula kwe-ukutuswa ngomsebenzi. Lokho okuphawulwe ngenhla kuyozuzisa wonke ama-stakeholder, ikakhulu ama-abaphathi bemithombo yabantu, ukuze agxile kuma-imikhuba yemithombo yabantu afanele lapho ezama ukukhuthaza abasebenzi abavamile nezinhlangano ukuba basungule. Alukho ucwaningo lwangaphambili oluke lwaxoxa ngendima ye-ukutuswa ngomsebenzi njengesungula izinto kuleli zinga elinemininingwane noma ibeke ucwaningo ngokunembile njengoba kwenziwe lapha. / Business Management / D.B.L.

Made available in DSpace on 2010-04-20T20:08:23Z (GMT). No. of bitstreams: 1 71060100726.pdf: 1683930 bytes, checksum: 997eb784f41d2b716c0e96454e16e475 (MD5) Previous issue date: 2009-06-24T00:00:00Z / Although previous research works show that, in average, the financial performance of companies with good internal climate is higher than the others, not all companies that invest in organizational climate see their performance overcoming their competitors at the same size and industry. The theory presented in this research suggests that good organizational climate is not enough to reach superior performance, therefore the organization should create the elements for the rising of entrepreneurial initiatives from the employees. To defend this theory, the study evaluates the relation among intrapreneurship and organizational climate charcateristics and financial performance, through the usage of a database obtained from FIA/USP (Administration Instituto Foundation at São Paulo State University), elaborated for the Best Place to Work For Annual Guide preparation that has included, in the 2008 version, specific questions about intrapreneurship and consider financial data of the years 2005, 2006 and 2007. The theoretical references which the study is based in consider previous studies that establish the relationship between organizational climate and performance, conceptualizes intrapreneurship and provide constructs definitions that launches de founding elements of the variables utilized at the research. The statistical results obtained through multiple regression analysis and analysis of covariances (ANCOVA) confirm the theory that, for companies at the same size and industry, intrapreneurial characteristics explain financial performance better than organizational climate characteristics. As the conclusion, we come up with suggestions for companies to reach higher performance by adopting actions to create an environment that foster employees innovative and entrepreneurial behavior within the organization. / Embora estudos anteriores demonstrem que, na média, o desempenho financeiro das empresas com bom clima interno de trabalho é superior ao das demais, nem todas as empresas que investem em clima organizacional vêem seu desempenho se sobressair à outras empresas de mesmo porte e no mesmo ramo de atuação. O presente estudo defende que apenas bom clima organizacional não é suficiente para atingir desempenho superior, mas é necessário que a organização também crie condições para o surgimento de iniciativas empreendedoras por parte dos funcionários. Para defender esta teoria, o estudo avalia as relações entre as características de intra-empreendedorismo, clima organizacional e desempenho financeiro, através de uma base de dados obtida da FIA/USP (Fundação Instituto de Administração da Universidade de São Paulo) constituída para a elaboração do Guia das Melhores Empresas para Trabalhar do ano de 2008, em uma versão exclusiva que incluiu questões específicas sobre intra-empreendedorismo e considera os dados financeiros dos anos de 2005, 2006 e 2007. O referencial teórico em que se baseia o estudo leva em consideração estudos anteriores que relacionam clima organizacional com desempenho, conceitua intra-empreendedorismo e fornece as definições dos construtos que fundamentam as variáveis utilizadas na pesquisa. Os resultados do tratamento dos dados através da técnica de Regressão Múltipla e Análise de Covariância (ANCOVA) confirmam a hipótese de que, para empresas do mesmo porte e setor, as características de intra-empreendedorismo explicam melhor o desempenho financeiro do que as características de clima organizacional. Como conclusão, o trabalho propõe medidas para que empresas que buscam melhorar seu desempenho adotem em suas práticas de gestão de pessoas ações que possibilitem o desenvolvimento de um clima favorável à inovação de seus empregados.

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)

Managing radical change is a critical undertaking for young companies aiming to achieve growth and adapt to evolving market dynamics. This research explores the strategies, models and challenges involved in navigating and implementing significant organizational changes. The research examines the root causes of radical change failures and investigates the impact this might have on employees and organizations. The identified key factors for failure in radical change management are among others: lack of communication and information, lack of training and support, lack of proper documentation, and lack of skilled leadership and proper performance management. The research also found that poorly managed change implicates employees' well-being and grows issues of personal matter, such as performance, competence and trust-related problems. Identified implications for organizations are among others; lack of controls, damaged public relations, inefficient processes and decreased performance. Finally, the research identified the potential need for creating a new management theory that would support young companies in managing radical change specifically.