With the in-depth advancement of the United Nations Sustainable Development Goals (SDGs), governments and relevant policy makers are taking steps to meet the SDG goals. Sustainable entrepreneurship requires a large degree of participation from the entrepreneurial sector in the destination, and these entrepreneurs in sustainable destinations are expected to have more sense of responsibility, and their entrepreneurial activities are expected to be more sustainable, ie altruistic. This is consistent with the dualistic entrepreneurial motivation model. Is the entrepreneurial motivation of entrepreneurs in sustainable destinations more altruistic? This is unknown because entrepreneurial motivation in the context of a particular sustainable destination has not received much attention. This study examines the factors driving entrepreneurial initiatives in sustainable destinations. For answering research question, this study conducted a statistical analysis of the collected data by conducting a questionnaire survey of 131 entrepreneurs from sustainable destinations. Based on the impact of motivation on action, the conclusions of this study confirm that the entrepreneurial motivations in sustainable destinations are moving towards sustainable entrepreneurs, that is, they not only consider their own interests, but also take into account the interests of others. The significance of this research is to provide a direction for decision makers within sustainable destinations, or international, sustainable development missions, to understand the practical drivers of their policies related to sustainable development and sustainable entrepreneurship. In addition, the study also discusses the inadequacies of current sustainable entrepreneurship as demonstrated by the results of data analysis.

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)