Thesis (MA)--Stellenbosch University, 2015. / ENGLISH ABSTRACT: The research set out to prove that subsidiary entrepreneurial culture in a postacquisition
environment is different from entrepreneurial culture in an independently
owned company. Whereas independently owned companies focus on their own
successes and failures, acquired companies are constantly required to take into
consideration the parameters and objectives set by headquarters.
Little is known about what occurs within the subsidiary post-acquisition, and how
managerial structures and processes either stimulate or hinder the entrepreneurial
culture, which is an aspect often neglected during the acquisition process. This study
aims to address the uncertainty regarding which key characteristics constitute
subsidiary entrepreneurial culture in a post-acquisition environment, and aims to
expand the currently inadequate body of knowledge on subsidiary entrepreneurial
culture.
Based on the theoretical frameworks of intrapreneurship, multinational subsidiary
entrepreneurship and international entrepreneurship, an interview guide was developed
and used as the primary research instrument. Data was collected by means of semistructured
interviews and data analysis was conducted using ATLAS.ti. The
qualitative, exploratory nature of the study necessitated a case study research design,
which was based on a non-probability sample of five subsidiaries competing in the
private-label food and beverage industry.
Findings suggest that the components of subsidiary entrepreneurial culture in a postacquisition
environment are: new businesses and ventures, product innovativeness,
process innovativeness, self-renewal, risk-taking, proactiveness, competitive
aggressiveness and subsidiary autonomy. Furthermore, entrepreneurial culture is
enhanced by a subsidiary-driven locus of control and through headquarters’ support in
the form of financial stability, structure and a future-oriented approach for long-term
success. A framework of subsidiary entrepreneurial culture was developed with the
aim of providing managers with an outline of the relevant determinants that can
enhance subsidiary entrepreneurship.
Managers should take note that although the locus of control may vary within each
subsidiary, granting the subsidiary decision-making autonomy and the autonomy to manipulate its entrepreneurial orientation are key to nurturing the pre-established
entrepreneurial culture.
Future research agendas could incorporate perspectives from both the subsidiary and
the headquarters. Analysis can also be done regarding the extent to which disruptive
entrepreneurial culture may be diminished before it impacts negatively on business
performance. / AFRIKAANSE OPSOMMING: Die doel van hierdie navorsing was om te bewys dat filiaal-entrepreneurskultuur in ’n
na-verkrygingsomgewing verskil van entrepreneurskultuur in ’n maatskappy in
onafhanklike besit. Terwyl maatskappye in onafhanklike besit op hulle eie suksesse en
mislukkings fokus, word daar gedurig van verkrygde maatskappye vereis om die
parameters en doelwitte wat deur die hoofkantoor gestel word, in ag te neem.
Min is bekend oor wat ná verkryging binne die filiaal plaasvind, en oor hoe
bestuurstrukture en -prosesse die entrepreneurskultuur daar óf stimuleer óf verhinder.
Dít is ’n aspek wat dikwels tydens die verkrygingsproses verwaarloos word. Hierdie
studie is daarop gemik om die onsekerheid aan te spreek oor wat ’n doeltreffende
filiaal-entrepreneurskultuur in ’n na-verkrygingsomgewing behels, asook om die
ontoereikende bestaande kennis oor filiaal-entrepreneurskultuur uit te brei.
Deur gebruik te maak van die teoretiese raamwerke van intrapreneurskap,
multinasionale filiaal-entrepreneurskap en internasionale entrepreneurskap is ’n
onderhoudsgids ontwikkel en as die primêre navorsingsinstrument gebruik. Die data is
met behulp van semi-gestruktureerde onderhoude ingesamel, en die data-ontleding is
met ATLAS.ti gedoen. Die kwalitatiewe, verkennende aard van die studie het ’n
gevallestudie-navorsingsontwerp genoodsaak, wat gebaseer was op ’n niewaarskynlikheidsteekproef
van vyf filiale wat meeding in die voedsel-en-drankbedryf
vir privaat handelsmerke.
Die bevindinge dui daarop dat die komponente van filiaal-entrepreneurskultuur in ’n
na-verkrygingsomgewing die volgende is: nuwe besighede en ondernemings, produkinnovering,
proses-innovering, selfvernuwing, risiko’s, proaktiwiteit, mededingende
aggressie en filiaal-outonomie. Verder word entrepreneurskultuur versterk deur ’n
filiaalgedrewe beheerlokus en deur die hoofkantoor se ondersteuning in die vorm van
besigheidstelsels, -strukture en finansiële hulp. ’n Raamwerk vir filiaalentrepreneurskultuur
is ontwikkel met die doel om bestuurders van ’n oorsig van die
relevante determinante wat filiaal-entrepreneurskultuur kan versterk, te voorsien.
Bestuurders behoort daarop te let dat alhoewel die beheerlokus binne elke filiaal mag
wissel, die outonomie van ’n filiaal om besluite te neem en om hulle
entrepreneursoriëntering te manipuleer van kardinale belang is om ’n voorafgevestigde entrepreneurskultuur te koester.
Toekomstige navorsingsagendas sou sowel die filiaal as die hoofkantoor se
perspektiewe kon inkorporeer. Daar is ook ruimte vir ’n ontleding van die mate
waartoe ontwrigtende entrepreneurskultuur verminder kan word voordat dit die
maatskappy se prestasie negatief beïnvloed.
| Identifer | oai:union.ndltd.org:netd.ac.za/oai:union.ndltd.org:sun/oai:scholar.sun.ac.za:10019.1/97004 |
| Date | 04 1900 |
| Creators | de Nobrega, Mischa |
| Contributors | Fouche, Elaine, Venter, Chanel, Stellenbosch University. Faculty of Arts and Social Sciences. Dept. of Information Science. |
| Publisher | Stellenbosch : Stellenbosch University |
| Source Sets | South African National ETD Portal |
| Language | en_ZA |
| Detected Language | Unknown |
| Type | Thesis |
| Format | xiv, 231 pages |
| Rights | Stellenbosch University |
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