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INTRODUCTION
The global economy is creating profound and substantial changes for businesses and industries throughout the world. These changes make it necessary for businesses to examine their purpose carefully and to devote a great deal of attention to selecting and following strategies in their pursuit of the levels of success that have a high probability of satisfying multiple stakeholders. Johnson (2001:135) states that many people in large businesses believe that once a business reaches a certain size, it unavoidably loses its capacity to act entrepreneurially and to stimulate and foster innovation. According to Christensen (2004:302) businesses have been faced with increasing demands for both faster product development and more features in smaller products, and higher and uniform quality, stability and lower prices, despite the inherent incompatibility of such demands.
Christensen (2004:302) indicates that many large businesses find it difficult to integrate the entrepreneurial spirit in a well-structured or bureaucratic business. Therefore these businesses must think non-traditionally to cope with the increasing paradoxes. According to Johnson (2001:135), if a business does not adopt a proactive attitude towards innovation and the creation of new ventures, it is unlikely to survive in an increasingly aggressive, competitive and dynamic market place.
Aloulou and Fayolle (2005:24) indicate that the need for corporate entrepreneurship has arisen from a variety of pressing problems among larger businesses, including stagnation, decline and weakness of managerial practice and turnover of innovative-inclined employees who were constrained by the bureaucratic inertia of their businesses.
Miller and Camp (1985) in Kuratko, et al. (2004:78) warn managers who attempt to practice business as usual when these businesses move from positions with mature businesses, that they may misapply management practices that have worked before but will not work now. Zahra and O’Neil (1998) also point out that when the factors in the external environment and the internal business interact, managers are challenged to respond creatively and act in innovative ways. Established businesses seeking to “refocus” or “transform” themselves through entrepreneurial behaviours and actions are finding the challenges overwhelming but the outcomes productive. Barringer and Bluedorn (1999) suggested that, increasingly, “….entrepreneurial attitudes and behaviours are necessary for firms of all sizes to prosper and flourish in competitive environments”.
Kuratko and Hodgetts (2007:54) state that in response to rapid, discontinuous and significant changes in businesses’ internal and external environments, many established businesses have restructured their operations in fundamental and meaningful ways.
Businesses are turning to corporate entrepreneurship because they are not experiencing the continual innovation, growth and value creation that they once had (Thornberry, 2001:1).
Chapter 1: Introduction and background to the study
1.1 Introduction
1.2 Literature review
1.2.1 Defining corporate entrepreneurship
1.2.2 Corporate entrepreneurship and innovation
1.2.3 The importance and value of corporate entrepreneurship
1.2.4 How to foster, develop and implement corporate entrepreneurship
1.2.5 Sustaining corporate entrepreneurship and innovation
1.2.6 Conceptual models for corporate entrepreneurship
1.2.7 Methods for measuring entrepreneurial activity
1.2.8 Research conducted in South Africa
1.3 The research problem
1.4 Purpose of study
1.5 Research objectives
1.5.1 Primary objectives
1.5.2 Secondary objectives
1.6 Hypotheses
1.7 Research methodology
1.7.1 Research design
1.7.3 Data collection
1.7.4 Data analysis
1.7.5 Referencing technique
1.8 Importance and benefits of the study
1.9 Outline of the study
1.10 Abbreviations
Chapter 2: The field of entrepreneurship
2.1 Introduction
2.2 Defining entrepreneurship
2.3 History of the field of entrepreneurship
2.5 Entrepreneurial process
2.6 The relationship between entrepreneurship and corporate entrepreneurship
2.7 Conclusion
Chapter 3: Corporate entrepreneurship – a theoretical overview
3.1 Introduction
3.2 Definition of corporate entrepreneurship
3.3 Necessity of corporate entrepreneurship
3.4 Corporate entrepreneurship conceptual models
3.4.1 A domain model for corporate entrepreneurship
3.4.2 A conceptual model of firm behaviour
3.4.3 An organisational model for internally developed ventures
3.4.4 An interactive model of the corporate entrepreneurial process
3.4.5 A model of sustained corporate entreprene
3.4.6 A strategic integration framework
3.4.7 The micro-model of corporate entrepreneurship and innovation
3.4.8 Model of predictors and financial outcomes of corporate entrepreneurship
3.4.9 Model of corporate entrepreneurship and wealth creation
3.4.10 Comments on models
3.5 Entrepreneurial orientation
3.6 Corporate entrepreneurship and innovation
3.7 How to foster, implement and develop corporate entrepreneurship in the business
3.7.1 Framework for sustainable corporate entrepreneurship
3.7.2 Corporate entrepreneurship framework
3.7.3 Organisational antecedents
3.8 Corporate entrepreneurship as a strategy
3.8.1 A model of corporate entrepreneurship strategy
3.8.2 Critical aspects related to corporate entrepreneurship strategy
3.9 Conclusion
Chapter 4: Corporate entrepreneurship measuring instruments and development programmes
4.1 Introduction
4.2 Corporate entrepreneurship measuring instruments
4.2.2 ENTRESCALE
4.2.3 Corporate entrepreneurship assessment instrument
4.2.4 Factor based instrument to measure corporate entrepreneurship
4.2.5 Intrapreneurial intensity index
4.2.6 Corporate entrepreneurial health audit
4.3 Corporate entrepreneurship development programmes
4.3.1 Corporate entrepreneurship development programmes cited in academic literature
4.3.2 Comparing popular executive programmes in corporate entrepreneurship
4.3.3 General aspects with regard to development programmes
4.4 Conclusion
Chapter 5: Research methodology
5.1 Introduction
5.2 Research problem
5.3 Research objectives
5.3.1 Primary objective
5.3.2 Secondary objectives
5.4 Hypotheses
5.4.1 Hypotheses testing
5.5 Research methodology instrument
5.6 Conclusion
Chapter 6: Findings of the research study
Chapter 7: Summary, conclusion and recommendations
References
