Entrepreneurship in organizations is defined from different perspectives and subjects, leading to a fragmented body of knowledge when it comes to defining its key characteristics. Moreover, a holistic connection [sa1] between entrepreneurship within organizations and sustainability is yet to be made. This thesis aims at clearing up the numerous definitions of entrepreneurship within organizations and at exploring the relationship between entrepreneurship within organizations and sustainability. The thesis departs from considering the bottom-up approach of intrapreneurship and the top-down perspective of corporate entrepreneurship with their connection to a sustainability context. Methodologically, we [sa2] combine an exploratory research design with an abductive way of reasoning, where we analyze an in-depth case study of a well-established Swedish manufacturing company with the help of intrapreneurship- and corporate entrepreneurship literature. Our result is that, in a sustainability context, corporate entrepreneurship and intrapreneurship are complexly intertwined and dependent on each other. Both concepts are also deeply and mutually connected to the industry environment, organizational issues and sustainability challenges. This leads to the conclusion that corporate entrepreneurship and intrapreneurship in a sustainability context cannot be sensibly divided. Therefore, we contribute to theory by developing a conceptual model that promotes the term “corporate intrapreneurship” to reflect the complex and intertwined nature of entrepreneurship within organizations answering to sustainability challenges.

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.

This study intended to establish whether there was a link between the entrepreneurial orientation dimensions and the perceived success of the explosives manufacturing and marketing industry within South Africa. The five dimensions of entrepreneurial orientation (autonomy, innovativeness, pro-activeness, risk-taking and competitive aggressiveness), were used in the study to establish a link between them and the perceived success of the business. A literature study was conducted prior to the survey being distributed and links between the entrepreneurial orientation dimensions and the perceived success were found in other studies. The various studies indicated that the dimensions act either independently or interdependently. Various significant relationships were found in other industries between the entrepreneurial orientation dimensions and perceived success. To conduct the empirical study, a structured questionnaire was distributed to the Sasol Nitro Explosive Division. The questionnaire was distributed by sending out an e-mail containing link that connected the respondents to the questionnaire. After the respondents had completed the survey, a data analysis was done by the statistical department of the North-West University, Potchefstroom Campus. The reliability of the data was tested by calculating the Cronbach alpha coefficients. The instrument data was found to be reliable and could be interpreted as a valid data source. The questionnaire used two dependable variables to measure the business’s perceived success, namely business growth and business development and improvement. The five entrepreneurial orientation dimensions were measured against the dependable variables. A total of 139 respondents’ surveys could be utilized for the analysis. The research within the Sasol Nitro Explosive Division indicated that there was a link between the entrepreneurial orientation dimensions and perceived success. Three of the dimensions indicated a significant relationship with regard to each other, and that of the perceived success of the business. These dimensions were Autonomy, Innovativeness and Pro-activeness. Autonomy and Innovation indicated a significant relationship pertaining to the perceived performance factor of growth within the business and Autonomy while pro-activeness indicated a significant relationship relating to the perceived performance factor of business development and improvement. Recommendations were made to the business to nurture the corporate entrepreneurial environment within the company. / MBA, North-West University, Potchefstroom Campus, 2015

In this study entrepreneurial orientation behaviour, with specific reference to a South African steel manufacturer was examined. The primary objective of this study is to investigate the impact of entrepreneurial orientation in the maintenance divisions on the perceived success of a South African steel manufacturer. A literature study was conducted to define entrepreneurship, intrapreneurship and the constructs of entrepreneurial orientation. The literature study investigated the characteristics of entrepreneurs as well as the benefits that results from entrepreneurial orientation. The determinants of entrepreneurial orientation and the measuring variables of perceived business success were investigated. An overview of the history, operations, management structure and demographics was given as well as the policies and plans pertaining to the maintenance divisions in the organisation which was the object of the study. The study population for the assessment was selected from the Cold Rolling department of the Vanderbijlpark Works of ArcelorMittal, South Africa. The department consisted of five Steel production plants. Questionnaires were administered to the target group of 267 maintenance employees, of which 174 usable questionnaires were returned on which statistical analysis were conducted. The data was tested for reliability by calculating Cronbach’s Alpha coefficients for the different variables of entrepreneurial orientation and perceived success of the organisation. The demographical data was analysed and presented. Descriptive statistics were calculated from the individual responses and presented for the different variables. The relationship between the gender of the repondents and the different entrepreneurial orientation variables was tested to determine whether there were significant practical differences in the means. Lastly, the influence of entrepreneurial orientation constructs on business success was determined and discussed. Conclusions were drawn from the demographic data as well as the different variables of entrepreneurial orientation and perceived success. Recommendations based on the assessment of the data, were made on relevant topics supporting the entrepreneurial orientation of maintenance employees in the study population. The suggested action plan was supported by the assessment, conclusions and recommendations that can be used to improve the entrepreneurial orientation and subsequently improve the perceived business success of the organisation. The study is concluded with analysis of the achievement of objectives of the study and suggestions made for further research that can be conducted. / MBA, North-West University, Potchefstroom Campus, 2015

This study intended to establish whether there was a link between the entrepreneurial orientation dimensions and the perceived success of the explosives manufacturing and marketing industry within South Africa. The five dimensions of entrepreneurial orientation (autonomy, innovativeness, pro-activeness, risk-taking and competitive aggressiveness), were used in the study to establish a link between them and the perceived success of the business. A literature study was conducted prior to the survey being distributed and links between the entrepreneurial orientation dimensions and the perceived success were found in other studies. The various studies indicated that the dimensions act either independently or interdependently. Various significant relationships were found in other industries between the entrepreneurial orientation dimensions and perceived success. To conduct the empirical study, a structured questionnaire was distributed to the Sasol Nitro Explosive Division. The questionnaire was distributed by sending out an e-mail containing link that connected the respondents to the questionnaire. After the respondents had completed the survey, a data analysis was done by the statistical department of the North-West University, Potchefstroom Campus. The reliability of the data was tested by calculating the Cronbach alpha coefficients. The instrument data was found to be reliable and could be interpreted as a valid data source. The questionnaire used two dependable variables to measure the business’s perceived success, namely business growth and business development and improvement. The five entrepreneurial orientation dimensions were measured against the dependable variables. A total of 139 respondents’ surveys could be utilized for the analysis. The research within the Sasol Nitro Explosive Division indicated that there was a link between the entrepreneurial orientation dimensions and perceived success. Three of the dimensions indicated a significant relationship with regard to each other, and that of the perceived success of the business. These dimensions were Autonomy, Innovativeness and Pro-activeness. Autonomy and Innovation indicated a significant relationship pertaining to the perceived performance factor of growth within the business and Autonomy while pro-activeness indicated a significant relationship relating to the perceived performance factor of business development and improvement. Recommendations were made to the business to nurture the corporate entrepreneurial environment within the company. / MBA, North-West University, Potchefstroom Campus, 2015

In this study entrepreneurial orientation behaviour, with specific reference to a South African steel manufacturer was examined. The primary objective of this study is to investigate the impact of entrepreneurial orientation in the maintenance divisions on the perceived success of a South African steel manufacturer. A literature study was conducted to define entrepreneurship, intrapreneurship and the constructs of entrepreneurial orientation. The literature study investigated the characteristics of entrepreneurs as well as the benefits that results from entrepreneurial orientation. The determinants of entrepreneurial orientation and the measuring variables of perceived business success were investigated. An overview of the history, operations, management structure and demographics was given as well as the policies and plans pertaining to the maintenance divisions in the organisation which was the object of the study. The study population for the assessment was selected from the Cold Rolling department of the Vanderbijlpark Works of ArcelorMittal, South Africa. The department consisted of five Steel production plants. Questionnaires were administered to the target group of 267 maintenance employees, of which 174 usable questionnaires were returned on which statistical analysis were conducted. The data was tested for reliability by calculating Cronbach’s Alpha coefficients for the different variables of entrepreneurial orientation and perceived success of the organisation. The demographical data was analysed and presented. Descriptive statistics were calculated from the individual responses and presented for the different variables. The relationship between the gender of the repondents and the different entrepreneurial orientation variables was tested to determine whether there were significant practical differences in the means. Lastly, the influence of entrepreneurial orientation constructs on business success was determined and discussed. Conclusions were drawn from the demographic data as well as the different variables of entrepreneurial orientation and perceived success. Recommendations based on the assessment of the data, were made on relevant topics supporting the entrepreneurial orientation of maintenance employees in the study population. The suggested action plan was supported by the assessment, conclusions and recommendations that can be used to improve the entrepreneurial orientation and subsequently improve the perceived business success of the organisation. The study is concluded with analysis of the achievement of objectives of the study and suggestions made for further research that can be conducted. / MBA, North-West University, Potchefstroom Campus, 2015

This paper uses event history analysis to investigate the effects of relatedness on three different outcomes of corporate venturing, identified as retention, termination, and spin-off. For this purpose, relatedness is defined as the degree to which the venture’s activity matches or overlaps with the parent’s activity. Drawing from literature on relational fit, we argue that highly related ventures would be retained, moderately related ones spun off, and unrelated ones would be probable candidates for termination. However, highly related ventures may be likely to pose internal threat to the parent, and consequently be candidates for termination for political reasons as well. This raises the average level of relatedness of terminated ventures above the average of spin-offs. The empirical findings derived from a sample consisting of 78 ventures launched and developed by a number of companies across the Swedish economy give support to our expectations. The highly related ventures were found to be either terminated or retained, moderately related ones were likely to be spun off, and unrelated ones typically faced termination. This supports our hypothesis that relatedness has an impact on how the internal venture is dealt with. We follow with implications for the practice of corporate venturing management.

The purpose of this paper is to explore how organisations can identify the untapped potential of intrapreneurial intention amongst employees to increase its competitive advantage. Competitive advantage was therefore seen as an outcome of entrepreneurial actions, which, i.e. can be used for more effective and novel marketing strategies. To reach enhanced competitiveness, many firms make use of the concept of corporate entrepreneurship to boost innovation and firm performance. To measure an employee’s intrapreneurial intention, this thesis deploys an exploratory approach by developing a research model that immerses organisational factors – an employee’s perception of the company’s Entrepreneurial Orientation, with behavioural attributes, as designed by Ajzen’s Theory of Planned Behaviour (TPB). The model includes five dimensions of a firm’s Entrepreneurial Orientation (EO), including autonomy, innovativeness, risk-taking, proactiveness, and competitive aggressiveness. Behavioural attributes proposed by Ajzen consist of the personal attitude towards intrapreneurship, subjective norms, and perceived behavioural control. The quantitative study generated a sample of 394 employees working in different organisations, industries, and on distinct hierarchical levels. Based on the findings, the authors propose a new framework, in which intrapreneurial intentions are directly influenced by someone’s attitude towards intrapreneurship, and indirectly influenced by an employee’s positive perception of the organisation’s EO. As a result, a company should focus on individual attitudes first to discover a potential for intrapreneurial interests. As a support, a firm’s positive perception of its EO can influence the employee’s attitude towards intrapreneurship, but cannot solely boost intrapreneurial intentions amongst workers.

Organizations need to constantly innovate to be relevant in a highly competitive market. Intrapreneurship, defined as entrepreneurship within the organization, is one method to bring about this constant innovation. The purpose of this study was to explore intrapreneurship, through a multiple case study, to gain a better understanding of which business strategies can foster successful intrapreneurship initiatives. The theories of Pinchot and Porter on intrapreneurship and organizational competitiveness formed the theoretical lens for this study. The sample for this study consisted of 5 business leaders in Atlanta, Georgia who had demonstrated intrapreneurship in their organization by encouraging their employees to pursue this method of innovation. Interviews took place with the leaders, and their collected narratives were analyzed for recurring themes. Additional pertinent financial data analysis was included for triangulation purposes. Emergent themes included the need for transformational leadership, the need for innovation at all levels of the organization, acceptance of failure and risk, facilitating empowerment, the beneficial link between intrapreneurship and operations management, recognition and rewards for employees expressing their creativity, company culture versus multicultural employees, and the need for creativity and competitiveness. These findings could bring about social change for employees through employee engagement and self-satisfaction. Employees have an opportunity to express their creativity through intrapreneurship initiatives.

El trabajo considera uno de los puntos centrales de la investigación de gestiones estratégicas: ¿cómo crear y mantener una ventaja competitiva a largo plazo ? Está basado en una estructura orientada a los recursos y capacidades centrándose en aquellas firmas/empresas con capacidades-clave.Este planteamiento se basa en el concepto de que las firmas/empresas de industrias en continuo desarrollo no pueden sostenerse sobre sus capacidades-clave durante un periodo muy largo. Tienen que desarrollarse, adaptarse y renovar estas capacidades para seguir siendo competitivas. Este proceso de desarrollo de capacidades depende en gran medida del camino seguido anteriormente. Por eso es crucial para el sostén de esta ventaja competitiva la interacción entre el pasado y las necesidades futuras de la empresa.A menudo existe una relación ambivalente entre las capacidades-clave de la empresa y el desarrollo de nuevos proyectos. Los proyectos se ven dificultados por la inercia inherente de la empresa contra toda nueva forma de comportamiento laboral. Los proyectos especiales que se aplicarán a una gran extension desde el negocio principal podrian convertirse en un foco de tension dentro de la organizacion.El trabajo fue conducido con la ayuda de estudios de casos descriptivos/comparativos en el sector de la industria de alta tecnologia. Los datos fueron obtenidos de revistas empresariales, internet, paginas web, entrevistas personales, y observaciones participativas. Un proceso de "pattern matching" fue utilizado para relacionar descubrimientos empiricos con 3 "patterns" construidos apriori.El trabajo puede servir para complementar el marco general de referencia para el manejo de "core-capabilities" dinamicas. El acercamiento busca tambien promover el enlace entre la "intrapreneurship" y la capacidad de aproximacion conducida en el campo de manejo estrategico, corroborando que el contexto intraprenurial soporte la construccion de una organizacion focalizada en los recursos y las capacidades. / The dissertation considers one of the central themes of strategic management research: How to create and maintain a competitive advantage over a longer period of time? It is based on a resource- and capability-oriented framework focussing on the firms' "core-capabilities". The approach follows the idea that firms in fast changing industries cannot rest on their current core-capabilities for a longer time frame. They have to develop, adapt, and renew theses capabilities to stay competitive. This capability development process depends to a great extend on the firm's former development path. Therefore it is crucial for the sustainment of the competitive advantage how the corporate management makes a link between the experience from the past and the firm's future needs.Often there is an ambivalent relationship between the firm's core-capabilities and new development projects. The projects are hindered by the inertia of the incumbent organization against new forms of working behaviour. Especially projects that depart to a great extent from the main business may become a focal point of tension inside the organization. The research was conducted with the help of descriptive/comparative case-studies in the high-technology industry sector. Data were gathered from firm brochures, internet sites, personal interviews, and participating observations. A pattern matching process was used to match empirical findings with 3 apriori constructed pattern. The work may serve to complement the frame of reference for the management of dynamic core-capabilities. The approach seeks also to foster the link between intrapreneurship and the capability-driven approach in the field of strategic management, corrobating that the intrapreneurial context supports the building of a resource- and capability-focussed organization.