The primary objective of the study is to determine the level of corporate entrepreneurship within higher level employees at Anglogold Ashanti (Mponeng mine) in order to make recommendations regarding the encouragement of an entrepreneurial climate. A comprehensive literature was conducted. In the literature review entrepreneurship, corporate entrepreneurship and an entrepreneurial climate were defined. The establishment if a climate of corporate entrepreneurship was found to be dependent on the presence of 13 important constructs. If proposed steps are followed to promote corporate entrepreneurship in an organisation, five identified success factors will improve as a result. A historic overview of the gold mining industry including Anglogold Ashanti (Mponeng mine) was given in chapter 3. Part of the Anglogold Ashanti strategy is ?innovation?, wanting to give all employees the opportunity to contribute to improvement by sharing their ideas within the organisation. A questionnaire was adapted to test for the presence of the 13 construct of the climate of corporate entrepreneurship which were identified and to verify current perceptions regarding the organisational success of the organisation among middle managers. Empirical research was conducted which was focusing on discussing the results obtained from the questionnaires. Basic demographic information of the respondents were dealt with first, after which the perceptions of the respondents with regard to the 13 construct measuring the entrepreneurial climate and the constructs measuring the perceived success of the organisation were discussed. Furthermore, the relationships were determined between demographic variables and the constructs measured in the questionnaire. Following the detail analysis of chapter 4, it was concluded that managers participating in the survey regarded the entrepreneurial climate in Anglogold Ashanti (Mponeng mine) as being average. Based on the findings of the empirical research and the insight gained in the literature review, recommendations were made on how to foster an entrepreneurial climate within Angolgold Ashanti (Mponeng mine). / 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.

This study aims to examine corporate entrepreneurship within the risk and insurance industry, with specific reference to Marsh South Africa. An overview of Marsh South Africa is given with specific focus on the history, company structure and operating environment of the organisation. The factors that emphasises the need for corporate entrepreneurship within the risk and insurance industry is the growing demand for solutions that break the cycle of annual insurance renewals, the emergence of new exposures, and the approach taken by firms to analyse risk on a more comprehensive basis. In general the changing operating environment and the fact that Marsh operates in a regulated environment highlights the importance and need for corporate entrepreneurial strategies. The literature review defines entrepreneurship and specifically corporate entrepreneurship with particular focus on the various dimensions and determinants of corporate entrepreneurship and the crucial role that innovation plays. The core of the literature review and study in general focuses on the thirteen entrepreneurial constructs that constitutes the entrepreneurial climate and assesses an additional construct which is the perceived success of the organisation. The success of a company's entrepreneurial activity is reliant on the entrepreneurial climate that is present within the company. In this study, respondents indicates that a strong customer orientation, entrepreneurial leadership and a flat organisational structure are the most important constructs that constitute an entrepreneurial climate, which gives an indication that the company understands its clients and their needs. Resource availability and accessibility, innovation and creativity and tolerance for risks, mistakes and failure is ranked the lowest of all the constructs, indicating that certain aspects of the company's entrepreneurial climate need attention. Constructs measuring the perceived success of the organisation indicates that customer/market measures as well as process and financial measures plays a significant role. The future long-term success of the organisation and people development however requires more consideration. The study further assess any statistical significant differences between the gender, race and level of employment of the employees in relation to the entrepreneurial climate and perceived success of the organisation constructs and finds that no specific significant statistical differences exist. Several recommendations are made in order to improve the entrepreneurial climate at the organisation as it will contribute to the creation of increased organisational commitment and the future economic performance of the organisation. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2010.

The primary objective of the study is to determine the level of corporate entrepreneurship within higher level employees at Anglogold Ashanti (Mponeng mine) in order to make recommendations regarding the encouragement of an entrepreneurial climate. A comprehensive literature was conducted. In the literature review entrepreneurship, corporate entrepreneurship and an entrepreneurial climate were defined. The establishment if a climate of corporate entrepreneurship was found to be dependent on the presence of 13 important constructs. If proposed steps are followed to promote corporate entrepreneurship in an organisation, five identified success factors will improve as a result. A historic overview of the gold mining industry including Anglogold Ashanti (Mponeng mine) was given in chapter 3. Part of the Anglogold Ashanti strategy is ?innovation?, wanting to give all employees the opportunity to contribute to improvement by sharing their ideas within the organisation. A questionnaire was adapted to test for the presence of the 13 construct of the climate of corporate entrepreneurship which were identified and to verify current perceptions regarding the organisational success of the organisation among middle managers. Empirical research was conducted which was focusing on discussing the results obtained from the questionnaires. Basic demographic information of the respondents were dealt with first, after which the perceptions of the respondents with regard to the 13 construct measuring the entrepreneurial climate and the constructs measuring the perceived success of the organisation were discussed. Furthermore, the relationships were determined between demographic variables and the constructs measured in the questionnaire. Following the detail analysis of chapter 4, it was concluded that managers participating in the survey regarded the entrepreneurial climate in Anglogold Ashanti (Mponeng mine) as being average. Based on the findings of the empirical research and the insight gained in the literature review, recommendations were made on how to foster an entrepreneurial climate within Angolgold Ashanti (Mponeng mine). / 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.

This study aims to examine corporate entrepreneurship within the risk and insurance industry, with specific reference to Marsh South Africa. An overview of Marsh South Africa is given with specific focus on the history, company structure and operating environment of the organisation. The factors that emphasises the need for corporate entrepreneurship within the risk and insurance industry is the growing demand for solutions that break the cycle of annual insurance renewals, the emergence of new exposures, and the approach taken by firms to analyse risk on a more comprehensive basis. In general the changing operating environment and the fact that Marsh operates in a regulated environment highlights the importance and need for corporate entrepreneurial strategies. The literature review defines entrepreneurship and specifically corporate entrepreneurship with particular focus on the various dimensions and determinants of corporate entrepreneurship and the crucial role that innovation plays. The core of the literature review and study in general focuses on the thirteen entrepreneurial constructs that constitutes the entrepreneurial climate and assesses an additional construct which is the perceived success of the organisation. The success of a company's entrepreneurial activity is reliant on the entrepreneurial climate that is present within the company. In this study, respondents indicates that a strong customer orientation, entrepreneurial leadership and a flat organisational structure are the most important constructs that constitute an entrepreneurial climate, which gives an indication that the company understands its clients and their needs. Resource availability and accessibility, innovation and creativity and tolerance for risks, mistakes and failure is ranked the lowest of all the constructs, indicating that certain aspects of the company's entrepreneurial climate need attention. Constructs measuring the perceived success of the organisation indicates that customer/market measures as well as process and financial measures plays a significant role. The future long-term success of the organisation and people development however requires more consideration. The study further assess any statistical significant differences between the gender, race and level of employment of the employees in relation to the entrepreneurial climate and perceived success of the organisation constructs and finds that no specific significant statistical differences exist. Several recommendations are made in order to improve the entrepreneurial climate at the organisation as it will contribute to the creation of increased organisational commitment and the future economic performance of the organisation. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2010.

Corporate entrepreneurship is examined with specific reference to the South African Broadcasting Corporation Limited (SABC). As such, a historic overview is given of the SABC followed by a review of the present day situation. Factors which could specifically make corporate entrepreneurship a beneficial strategy should the SABC wish to adopt it, is also discussed in order to set the scene for the literature study to follow. These factors include the fierce competitive environment, the commercial funding model, the internal structures and the strained internal and third party relationships. The literature review defines entrepreneurship, the individual entrepreneur and corporate entrepreneurship, after which the individual entrepreneur is examined in more detail. Dimensions of corporate entrepreneurship, being new business venturing and innovation, selfrenewal and pro-activeness and lastly risk-taking and a growth orientation are also discussed in chapter three. Chapter four continues the literature review, with a focus on thirteen entrepreneurial constructs identified. A visionary/entrepreneurial leadership needs to be present, as well as management support and sponsors for projects. As entrepreneurship involves experimentation, it is important to be tolerant towards taking risks, as well as making mistakes and sometimes failing, and to treat these as learning opportunity. Such an attitude would also help encourage innovation and creativity. Appropriate rewards and reinforcement - both monetary and non-monetary - can also help establish the correct atmosphere. The vision and strategic intent need to be aligned to day-to-day operations, and on a regular basis, discretionary time for experimentation should be available during work hours. Teams should also be empowered and multi-disciplined, as well as have access to the necessary resources - again, monetary as well as non-monetary resources (for example support) are important. An entrepreneurial organisation should typically also be a learning organisation with a strong customer focus, and lastly a flat organisational structure should also be beneficial in promoting open communication. Chapter four concludes by examining practical manners in which an entrepreneurial climate could be established in an organisation. The last two chapters deal with the empirical research and the results of the questionnaire. Basic demographic information is dealt with first, after which the self-assessment and the superior-assessment of entrepreneurial characteristics are discussed. The last aspect dealt with is the thirteen entrepreneurial constructs as identified in chapter four. 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, Vaal Triangle Campus, 2009.

Corporate entrepreneurship is examined with specific reference to the South African Broadcasting Corporation Limited (SABC). As such, a historic overview is given of the SABC followed by a review of the present day situation. Factors which could specifically make corporate entrepreneurship a beneficial strategy should the SABC wish to adopt it, is also discussed in order to set the scene for the literature study to follow. These factors include the fierce competitive environment, the commercial funding model, the internal structures and the strained internal and third party relationships. The literature review defines entrepreneurship, the individual entrepreneur and corporate entrepreneurship, after which the individual entrepreneur is examined in more detail. Dimensions of corporate entrepreneurship, being new business venturing and innovation, selfrenewal and pro-activeness and lastly risk-taking and a growth orientation are also discussed in chapter three. Chapter four continues the literature review, with a focus on thirteen entrepreneurial constructs identified. A visionary/entrepreneurial leadership needs to be present, as well as management support and sponsors for projects. As entrepreneurship involves experimentation, it is important to be tolerant towards taking risks, as well as making mistakes and sometimes failing, and to treat these as learning opportunity. Such an attitude would also help encourage innovation and creativity. Appropriate rewards and reinforcement - both monetary and non-monetary - can also help establish the correct atmosphere. The vision and strategic intent need to be aligned to day-to-day operations, and on a regular basis, discretionary time for experimentation should be available during work hours. Teams should also be empowered and multi-disciplined, as well as have access to the necessary resources - again, monetary as well as non-monetary resources (for example support) are important. An entrepreneurial organisation should typically also be a learning organisation with a strong customer focus, and lastly a flat organisational structure should also be beneficial in promoting open communication. Chapter four concludes by examining practical manners in which an entrepreneurial climate could be established in an organisation. The last two chapters deal with the empirical research and the results of the questionnaire. Basic demographic information is dealt with first, after which the self-assessment and the superior-assessment of entrepreneurial characteristics are discussed. The last aspect dealt with is the thirteen entrepreneurial constructs as identified in chapter four. 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, Vaal Triangle Campus, 2009.

The background in which global organisations operate in at present is very competitive. In an ever faster growing global economy the role of the entrepreneur within the large organisation becomes more and more important to ensure the company keeps the competitive edge. The Linde Group is a world class company with a world class management strategy and systems to support the strategy. Part of the The Linde Group management strategy is being a high performing organisation, wanting to give all employees the opportunity to contribute to improvement by sharing their ideas with the company. This study was done at African Oxygen Limited, South Africa, a regional business unit in Africa for The Linde Group. African Oxygen Limited embarked on various programmes to create opportunities for employees to think in an entrepreneurial way. Middle managers at African Oxygen Limited play an important role in the innovation programs implemented at African Oxygen Limited. Against this background, this study seeks to confirm whether African Oxygen Limited, South Africa has a true entrepreneurial climate and whether the middle management level involved with these initiatives share this perception. Corporate entrepreneurship is characterised by people who are innovative, creative, spend time and take risks. To support these entrepreneurial activities, the organisation needs a climate and culture that is beneficial to these activities. An entrepreneurial orientation within an organisation is marked by dimensions such as innovativeness, pro–activeness, risk–taking, competitive aggressiveness and autonomy. The entrepreneurial behaviour among middle level managers is most critical to the effective implementation of corporate entrepreneurship. The primary objective of this study was to assess the entrepreneurial climate in African Oxygen Limited and to make recommendations to foster corporate entrepreneurship within the organisation. The literature review was instrumental to gather secondary data on corporate entrepreneurship and to understand its dynamics. In order to gain primary data, quantitative research was carried out. The study population comprised lower and middle management, who were requested to complete questionnaires. This was followed by statistical analysis. The empirical results indicate no practical significance in respondents' perception based on the gender of the respondents. However, the results do indicate practical significant differences between the relationship between the groups of middle and lower management level with respect to entrepreneurial climate and the perceived organisational success. An evaluation of the corporate entrepreneurial climate in the organisation was performed and the average mean for the study calculated. Seven out of 13 constructs evaluated had a mean above the average mean of x = 3.502, the other six constructs evaluated had a mean ranked lower than the average mean. All of the constructs still had a mean above three out of five. All four of the used variables measuring the perceived organisational success, were reported by respondents to have a mean above three which is the neutral point. The average mean of the perceived success of the organisation was 3.688. It was clear that the constructs for perceived organisational success had a fairly strong presence, but there is still room for improvement. With reference to the entrepreneurial climate within Afrox the conclusion is that it is not optimally entrepreneurial and initiatives put into practice that should encourage entrepreneurial behaviour, are falling short. The study concludes with practical recommendations on assessment 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 changed from only being the owner of a small business to include those individuals within a large company who has entrepreneurial skills and applies these to benefit the company. In an ever faster growing global economy the role of the entrepreneur within the large organization becomes more and more important to ensure the company keeps the competitive edge. Corporate entrepreneurship is characterized by individuals who are innovative, creative, spend time and take risks. To support these entrepreneurial activities, the organization needs a climate and culture that is beneficial to these activities. An entrepreneurial orientation within an organisation is marked by dimensions such as innovativeness, pro-activeness, risk-taking, competitive aggressiveness and autonomy. The entrepreneurial behaviour among middle level managers is most critical to the effective implementation of corporate entrepreneurship. Middle managers are in a position to influence their subordinates' commitment to entrepreneurial activities once they have been initiated. BHPBilliton is a world class company with a world class management strategy and systems to support the strategy. Part of the BHPBilliton Management strategy is "innovation", wanting to give all employees the opportunity to contribute to improvement by sharing their ideas with the company. This study was done at Metalloys, Meyerton, part of the Manganese Customer Sector Group, within BHPBilliton. Metalloys embarked on various programmes to create opportunities for employees to think in an entrepreneurial way. Middle managers at Metalloys play an important role in the innovation programs implemented at Metalloys. Against this background, this study seeks to confirm whether Metalloys, Meyerton has a true entrepreneurial climate and whether the middle management level involved with these initiatives share this perception. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2009.