A framework for managing interface and change control in a multi-discipline project environment
- Authors: Feuth, Johan
- Date: 2018
- Subjects: Project managers , Project management , Organizational change , Creative ability in business
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/269286 , uj:28606
- Description: M.Phil. (Engineering Management) , Abstract: Design, engineering and construction projects are inherently complex by nature, let alone when multiple disciplines and organisations are involved. The rapid development of technology, size of projects and speed to market are all factors to consider to remain competitive, efficient and profitable in a global market. Engineering managers are finding it increasingly more important to be equipped with additional administrative and commercial skills to adapt to continuously changing environments. Organisations are forced to be innovative and creative by developing effective management and planning strategies with sound decision making processes. All stakeholders are required to pay more attention to the difficulties and problems experienced with interfacing and change control than ever before. This study presents the problems experienced with interface and change control management and the benefits of implementing effective interface and change control processes. Interface and change control management frameworks are proposed to mitigate the impact of problems by encouraging meaningful communication between all stakeholders to focus on the objectives to complete projects successfully within time, budget and to performance requirements.
- Full Text:
- Authors: Feuth, Johan
- Date: 2018
- Subjects: Project managers , Project management , Organizational change , Creative ability in business
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/269286 , uj:28606
- Description: M.Phil. (Engineering Management) , Abstract: Design, engineering and construction projects are inherently complex by nature, let alone when multiple disciplines and organisations are involved. The rapid development of technology, size of projects and speed to market are all factors to consider to remain competitive, efficient and profitable in a global market. Engineering managers are finding it increasingly more important to be equipped with additional administrative and commercial skills to adapt to continuously changing environments. Organisations are forced to be innovative and creative by developing effective management and planning strategies with sound decision making processes. All stakeholders are required to pay more attention to the difficulties and problems experienced with interfacing and change control than ever before. This study presents the problems experienced with interface and change control management and the benefits of implementing effective interface and change control processes. Interface and change control management frameworks are proposed to mitigate the impact of problems by encouraging meaningful communication between all stakeholders to focus on the objectives to complete projects successfully within time, budget and to performance requirements.
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An evaluation of the relationship between innovative culture and employee turnover in organisations in Gauteng
- Authors: Ebrahim, Naseema
- Date: 2015-09-17
- Subjects: Labor turnover - South Africa - Gauteng , Employee retention - South Africa - Gauteng , Organizational behavior , Creative ability in business
- Type: Thesis
- Identifier: uj:14133 , http://hdl.handle.net/10210/14570
- Description: M.Ing. , The purpose of the research was to determine the relationship, between the innovative culture and employee retention within the organisation. High labour turnover impacts on organisational performance and survival. Despite an organisation’s level of development, many organisations face employee retention challenges. Therefore devising strategies to improve employee retention has become a priority for most organisations. The problem of high labour turnover was also observed during a pilot study conducted at the initial stage of this research study. From the pilot study it appeared as though a relationship existed between an organisation’s innovative culture and employee job satisfaction. A review of literature revealed that there were no extensive studies which had been conducted to establish the relationship between innovative culture an employee retention especially in South Africa. The need to develop strategies to improve employee retention and the lack of extensive studies in South Africa about whether innovative culture could influence employee retention motivated the current research study. High labour turnover has the potential to affect an organisation negatively with regards to employee morale, productivity, etc. Therefore, there was a need for a study to be carried out to determine the relationship between an organisation’s culture on innovation and labour turnover within the organisation. The research involved conducting a desk and pilot study to establish the problem of labour turnover; an extensive literature review to inform the researcher about labour turnover, employee retention, organisational culture, innovation and employee conditions of service. Finally a questionnaire survey and interview was used to establish the existing conditions among the selected sample. A relationship between innovative culture, employee satisfaction and employee retention was inferred from the data obtained from the questionnaire and interview survey. The empirical data obtained from the questionnaire survey and interviews was analysed using the Statistical Package for Social Sciences software (SPSS) providing descriptive and inferential statistics. Recommendations on employee retention were informed by the findings from the survey. The respondents to the questionnaire survey and interviews were professionals and employees in the selected organisations from all departments (Marketing, Finance, Human Resources and Trade Marketing). The participants to the study were drawn from the Fast Moving Consumer Goods (FMCG) sector, Manufacturing and Construction Industry Sector and from the Services (Banking and Utilities) sector.
- Full Text:
- Authors: Ebrahim, Naseema
- Date: 2015-09-17
- Subjects: Labor turnover - South Africa - Gauteng , Employee retention - South Africa - Gauteng , Organizational behavior , Creative ability in business
- Type: Thesis
- Identifier: uj:14133 , http://hdl.handle.net/10210/14570
- Description: M.Ing. , The purpose of the research was to determine the relationship, between the innovative culture and employee retention within the organisation. High labour turnover impacts on organisational performance and survival. Despite an organisation’s level of development, many organisations face employee retention challenges. Therefore devising strategies to improve employee retention has become a priority for most organisations. The problem of high labour turnover was also observed during a pilot study conducted at the initial stage of this research study. From the pilot study it appeared as though a relationship existed between an organisation’s innovative culture and employee job satisfaction. A review of literature revealed that there were no extensive studies which had been conducted to establish the relationship between innovative culture an employee retention especially in South Africa. The need to develop strategies to improve employee retention and the lack of extensive studies in South Africa about whether innovative culture could influence employee retention motivated the current research study. High labour turnover has the potential to affect an organisation negatively with regards to employee morale, productivity, etc. Therefore, there was a need for a study to be carried out to determine the relationship between an organisation’s culture on innovation and labour turnover within the organisation. The research involved conducting a desk and pilot study to establish the problem of labour turnover; an extensive literature review to inform the researcher about labour turnover, employee retention, organisational culture, innovation and employee conditions of service. Finally a questionnaire survey and interview was used to establish the existing conditions among the selected sample. A relationship between innovative culture, employee satisfaction and employee retention was inferred from the data obtained from the questionnaire and interview survey. The empirical data obtained from the questionnaire survey and interviews was analysed using the Statistical Package for Social Sciences software (SPSS) providing descriptive and inferential statistics. Recommendations on employee retention were informed by the findings from the survey. The respondents to the questionnaire survey and interviews were professionals and employees in the selected organisations from all departments (Marketing, Finance, Human Resources and Trade Marketing). The participants to the study were drawn from the Fast Moving Consumer Goods (FMCG) sector, Manufacturing and Construction Industry Sector and from the Services (Banking and Utilities) sector.
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Eliciting, sharing and shaping tacit knowing and being for strategic innovation : living theory accounts towards creating a learning and innovation process model to inform transformation practices in a 21st century university
- Authors: Jacobs, Hannelize
- Date: 2015-09-16
- Subjects: Creative ability in business , Creative thinking , Technological innovations , Organizational learning
- Type: Thesis
- Identifier: uj:14124 , http://hdl.handle.net/10210/14561
- Description: D.Com. , Innovation mostly happens tacitly. Organisations do not usually explicate innovative thinking and behaviour in business processes and models. The thesis stresses the importance of seeing learning and innovation as dynamically linked processes consisting of different episodes. Innovators and innovation managers should be able to identify the unintended and intended messages in the different episodes of the learning and innovation process and decide upon the usefulness by further eliciting, sharing and shaping tacit knowing and being for innovation...
- Full Text:
- Authors: Jacobs, Hannelize
- Date: 2015-09-16
- Subjects: Creative ability in business , Creative thinking , Technological innovations , Organizational learning
- Type: Thesis
- Identifier: uj:14124 , http://hdl.handle.net/10210/14561
- Description: D.Com. , Innovation mostly happens tacitly. Organisations do not usually explicate innovative thinking and behaviour in business processes and models. The thesis stresses the importance of seeing learning and innovation as dynamically linked processes consisting of different episodes. Innovators and innovation managers should be able to identify the unintended and intended messages in the different episodes of the learning and innovation process and decide upon the usefulness by further eliciting, sharing and shaping tacit knowing and being for innovation...
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Kreatiwiteit as veranderlike in entrepreneurskapsopleiding en -ontwikkeling
- Authors: Smit, Marijke
- Date: 2015-03-18
- Subjects: Entrepreneurship - South Africa , Economic development , Creative ability in business
- Type: Thesis
- Identifier: uj:13469 , http://hdl.handle.net/10210/13503
- Description: M.Com. (Business Management) , South Africa is being confronted with escalating unemployment rates. Entrepreneurship is regarded as a probable solution to this problem due to the entrepreneur's ability to create jobs, adapt successfully to changing circumstances and mostly being labour intensive. The main question is though how to assure substantial growth in the amount of entrepreneurs in South Africa. The aim of this study is to contribute to the solution of the above problem by emphasising the training and development of entrepreneurs in creative skills and abilities. The training and development of potential, as well as established entrepreneurs, will contribute to the enhancement of increasing numbers of entrepreneurs and established entrepreneur's success. Why the training and development of creativity? Certain common personality traits of creative people and successful entrepreneurs were compared. It was then concluded that creative ability plays an important role in the establishment as well as functioning of the established entrepreneur. To assure that entrepreneurs are trained and developed successfully in creativity, it must start at a very young age. The training and development in creativity are very subtle at pre-primary and primary school levels. At secondary school training and development of entrepreneurs should become more important and must be integrated into business related subjects. Most tertiary institutions have entrepreneurship courses or entrepreneurship integrated into a subject-related course.
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- Authors: Smit, Marijke
- Date: 2015-03-18
- Subjects: Entrepreneurship - South Africa , Economic development , Creative ability in business
- Type: Thesis
- Identifier: uj:13469 , http://hdl.handle.net/10210/13503
- Description: M.Com. (Business Management) , South Africa is being confronted with escalating unemployment rates. Entrepreneurship is regarded as a probable solution to this problem due to the entrepreneur's ability to create jobs, adapt successfully to changing circumstances and mostly being labour intensive. The main question is though how to assure substantial growth in the amount of entrepreneurs in South Africa. The aim of this study is to contribute to the solution of the above problem by emphasising the training and development of entrepreneurs in creative skills and abilities. The training and development of potential, as well as established entrepreneurs, will contribute to the enhancement of increasing numbers of entrepreneurs and established entrepreneur's success. Why the training and development of creativity? Certain common personality traits of creative people and successful entrepreneurs were compared. It was then concluded that creative ability plays an important role in the establishment as well as functioning of the established entrepreneur. To assure that entrepreneurs are trained and developed successfully in creativity, it must start at a very young age. The training and development in creativity are very subtle at pre-primary and primary school levels. At secondary school training and development of entrepreneurs should become more important and must be integrated into business related subjects. Most tertiary institutions have entrepreneurship courses or entrepreneurship integrated into a subject-related course.
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A predictive model for information technology project success
- Authors: Joseph, Nazeer
- Date: 2014-05-05
- Subjects: Information technology , Project management , Organizational effectiveness , Creative ability in business
- Type: Thesis
- Identifier: uj:10916 , http://hdl.handle.net/10210/10490
- Description: M.Com. (Information Technology Management) , Information and communication technology (ICT) project success is considered the Holy Grail within many organisations. Over the past decade organisations have begun to realise the increasing importance and the potential of exploiting ICT to gain competitive advantage in their particular realm. Organisations have consequently pushed for the implementation of robust ICT solutions not only to facilitate and augment crucial decision-making processes, but to improve overall organisational efficiency and effectiveness as well. These ICT solutions are deployed via ICT projects. However, extensive research has revealed that ICT projects are continuing to fail at a disturbing rate nationally as well as internationally. ICT projects therefore have an infamous reputation within organisations and the project management domain. This research focused on determining what drives ICT project success by systematically investigating how ICT project success is perceived and measured as well as the factors which influence it. The quantitative research paradigm was implemented through the use of a survey in the form of a structured questionnaire. Although this research was cross-sectional in nature, it employed an element of longitudinal analysis as the results were scrutinised and compared with previous research conducted within the same research area. ICT project team members were randomly sampled to acquire an objective view of ICT project success. Moreover, this research revolved around the philosophy that if the significance of each influencing factor is understood, it should be possible to predict whether an ICT project will succeed or fail. A predictive modelling approach was adopted. This predictive model presented within this dissertation was constructed using structural equation modelling (SEM). The predictive model indicated that ICT project success is predicted by means of stakeholder management, communication and methodology. The model also indicated that these three factors are interrelated and are dependent on one another. It was established that overall project success is dependent on project management success and project product success. This research employed a technique which is rarely used within the project management or ICT project management domain, viz. SEM. Two key recommendations emerged from this research. Firstly, this research suggests that it may be time to re-evaluate how ICT projects are measured as well as the influencing factors, as traditional approaches are yet to accommodate ICT projects in particular. Secondly, this research suggests that researchers should start to explore the underlying constructs of communication as this could assist in addressing a fundamental flaw not only in ICT project management, but project management in general.
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- Authors: Joseph, Nazeer
- Date: 2014-05-05
- Subjects: Information technology , Project management , Organizational effectiveness , Creative ability in business
- Type: Thesis
- Identifier: uj:10916 , http://hdl.handle.net/10210/10490
- Description: M.Com. (Information Technology Management) , Information and communication technology (ICT) project success is considered the Holy Grail within many organisations. Over the past decade organisations have begun to realise the increasing importance and the potential of exploiting ICT to gain competitive advantage in their particular realm. Organisations have consequently pushed for the implementation of robust ICT solutions not only to facilitate and augment crucial decision-making processes, but to improve overall organisational efficiency and effectiveness as well. These ICT solutions are deployed via ICT projects. However, extensive research has revealed that ICT projects are continuing to fail at a disturbing rate nationally as well as internationally. ICT projects therefore have an infamous reputation within organisations and the project management domain. This research focused on determining what drives ICT project success by systematically investigating how ICT project success is perceived and measured as well as the factors which influence it. The quantitative research paradigm was implemented through the use of a survey in the form of a structured questionnaire. Although this research was cross-sectional in nature, it employed an element of longitudinal analysis as the results were scrutinised and compared with previous research conducted within the same research area. ICT project team members were randomly sampled to acquire an objective view of ICT project success. Moreover, this research revolved around the philosophy that if the significance of each influencing factor is understood, it should be possible to predict whether an ICT project will succeed or fail. A predictive modelling approach was adopted. This predictive model presented within this dissertation was constructed using structural equation modelling (SEM). The predictive model indicated that ICT project success is predicted by means of stakeholder management, communication and methodology. The model also indicated that these three factors are interrelated and are dependent on one another. It was established that overall project success is dependent on project management success and project product success. This research employed a technique which is rarely used within the project management or ICT project management domain, viz. SEM. Two key recommendations emerged from this research. Firstly, this research suggests that it may be time to re-evaluate how ICT projects are measured as well as the influencing factors, as traditional approaches are yet to accommodate ICT projects in particular. Secondly, this research suggests that researchers should start to explore the underlying constructs of communication as this could assist in addressing a fundamental flaw not only in ICT project management, but project management in general.
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An assessment of the corporate entrepreneurial climate within a division of a leading South African automotive retail group
- Authors: Rouse, Mark
- Date: 2013-07-18
- Subjects: Entrepreneurship , Creative ability in business , Automobile industry and trade - Management
- Type: Thesis
- Identifier: uj:7651 , http://hdl.handle.net/10210/8520
- Description: M.Comm. (Business Management) , Corporate Entrepreneurship is often described as a process that goes on inside an existing organisation and which may lead to new business ventures, the development of new products, services, or processes, and the renewal of strategies and competitive postures. As such, it can be seen as the sum of an organisation’s innovation, venturing, and renewal efforts. Corporate Entrepreneurship can be regarded as the innovation of products, services and processes and the formation of new business enterprises are crucially important to every industry and economy. Innovation and new business development can be initiated by independent individuals or by existing enterprises. The latter is referred to as Corporate Entrepreneurship, which is ever more considered as a valuable instrument for rejuvenating and revitalising existing companies. It is brought into practice as a tool for business development, revenue growth, and profitability enhancement and for pioneering the development of new products, services and processes. With change today being consistently continuous, unpredictable and in some cases abrupt, failure to anticipate change can and in most cases will result in organisational stagnation. Corporate Entrepreneurship is a tool that allows organisations to revitalise and rejuvenate a competitive advantage and simultaneously create new value for customers through innovation, business development, and renewal. New value creation is only possible through high levels of entrepreneurial activity. Imperial Automotive Dealerships division is a leading motor retail division within the Imperial Automotive group, providing customers with a range of integrated motor vehicle usage solutions. The South African operations represent passenger, light, medium and heavy commercial brands and include, motor vehicle finance, insurance and related products and services. The purpose of this dissertation is to assess the climate of Corporate Entrepreneurship within the Imperial Automotive Dealerships division. This was achieved by means of a literature study and a measurement of thirteen constructs related to an entrepreneurial climate. The empirical evidence indicates that there are significant statistical differences that exist between employees in management roles who are appointed to the different departments within the Dealerships division of Imperial Automotive. The results of the study revealed that the perceptions of Corporate Entrepreneurship are differed among employees who are customer facing, that is, the Dealer Principals and Sales Managers to those employees in a management position who are more operational or financially orientated, such as the Departmental Managers. The empirical study affords Imperial Automotive Dealerships division the opportunity to recognise the results and recommendations and encourage a better entrepreneurial climate. A clear and committed focus on Corporate Entrepreneurship within the Imperial Automotive Dealerships division will result in a sustainable creation of value for all stakeholders which remain central to the automotive business units’ activities.
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- Authors: Rouse, Mark
- Date: 2013-07-18
- Subjects: Entrepreneurship , Creative ability in business , Automobile industry and trade - Management
- Type: Thesis
- Identifier: uj:7651 , http://hdl.handle.net/10210/8520
- Description: M.Comm. (Business Management) , Corporate Entrepreneurship is often described as a process that goes on inside an existing organisation and which may lead to new business ventures, the development of new products, services, or processes, and the renewal of strategies and competitive postures. As such, it can be seen as the sum of an organisation’s innovation, venturing, and renewal efforts. Corporate Entrepreneurship can be regarded as the innovation of products, services and processes and the formation of new business enterprises are crucially important to every industry and economy. Innovation and new business development can be initiated by independent individuals or by existing enterprises. The latter is referred to as Corporate Entrepreneurship, which is ever more considered as a valuable instrument for rejuvenating and revitalising existing companies. It is brought into practice as a tool for business development, revenue growth, and profitability enhancement and for pioneering the development of new products, services and processes. With change today being consistently continuous, unpredictable and in some cases abrupt, failure to anticipate change can and in most cases will result in organisational stagnation. Corporate Entrepreneurship is a tool that allows organisations to revitalise and rejuvenate a competitive advantage and simultaneously create new value for customers through innovation, business development, and renewal. New value creation is only possible through high levels of entrepreneurial activity. Imperial Automotive Dealerships division is a leading motor retail division within the Imperial Automotive group, providing customers with a range of integrated motor vehicle usage solutions. The South African operations represent passenger, light, medium and heavy commercial brands and include, motor vehicle finance, insurance and related products and services. The purpose of this dissertation is to assess the climate of Corporate Entrepreneurship within the Imperial Automotive Dealerships division. This was achieved by means of a literature study and a measurement of thirteen constructs related to an entrepreneurial climate. The empirical evidence indicates that there are significant statistical differences that exist between employees in management roles who are appointed to the different departments within the Dealerships division of Imperial Automotive. The results of the study revealed that the perceptions of Corporate Entrepreneurship are differed among employees who are customer facing, that is, the Dealer Principals and Sales Managers to those employees in a management position who are more operational or financially orientated, such as the Departmental Managers. The empirical study affords Imperial Automotive Dealerships division the opportunity to recognise the results and recommendations and encourage a better entrepreneurial climate. A clear and committed focus on Corporate Entrepreneurship within the Imperial Automotive Dealerships division will result in a sustainable creation of value for all stakeholders which remain central to the automotive business units’ activities.
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Corporate entrepreneurship within the Department of Correctional Services
- Authors: Mabala, Makwena Jane
- Date: 2013-05-01
- Subjects: Entrepreneurship , South Africa. Dept. of Correctional Services , Creative ability in business , Social responsibility of business
- Type: Mini-Dissertation
- Identifier: uj:7494 , http://hdl.handle.net/10210/8352
- Description: M.Comm. (Business Management) , The need for improved service delivery and new ways of using resources to enhance the efficiency and effectiveness in the public sector organisations requires government departments to be entrepreneurial. Corporate entreprepreneurship is the only weapon that could assist public sector organisations to shift from being bureacratic to being innovative and entrepreneurial. The increasing demands to find more cost-effective ways of serving the public, challenges all public sector employees to be entrepreneurial and innovative in delivering public services. The purpose of this study is to assess the extent to which corporate entrepreneurship is promoted and encouraged within the Department of Correctional Services (DCS), as one of the public sector organisations. The Corporate Entrepreneurship Assessment Instrument (CEAI) which was developed by Kurakto et al. in 1990 was used to assess the extent to which corporate entrepreneurship is promoted and encouraged in DCS. The assessment of corporate entrepreneurship in the DCS has shown that the department still has a huge responsibility of creating a climate conducive for corporate entrepreneurship. The assessment also showed that managers and non- managerial employees in the DCS need education and acquired awareness with regard to corporate entrepreneurship so that all employees can fully understand the benefit of corporate entrepreneurship in the department.
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- Authors: Mabala, Makwena Jane
- Date: 2013-05-01
- Subjects: Entrepreneurship , South Africa. Dept. of Correctional Services , Creative ability in business , Social responsibility of business
- Type: Mini-Dissertation
- Identifier: uj:7494 , http://hdl.handle.net/10210/8352
- Description: M.Comm. (Business Management) , The need for improved service delivery and new ways of using resources to enhance the efficiency and effectiveness in the public sector organisations requires government departments to be entrepreneurial. Corporate entreprepreneurship is the only weapon that could assist public sector organisations to shift from being bureacratic to being innovative and entrepreneurial. The increasing demands to find more cost-effective ways of serving the public, challenges all public sector employees to be entrepreneurial and innovative in delivering public services. The purpose of this study is to assess the extent to which corporate entrepreneurship is promoted and encouraged within the Department of Correctional Services (DCS), as one of the public sector organisations. The Corporate Entrepreneurship Assessment Instrument (CEAI) which was developed by Kurakto et al. in 1990 was used to assess the extent to which corporate entrepreneurship is promoted and encouraged in DCS. The assessment of corporate entrepreneurship in the DCS has shown that the department still has a huge responsibility of creating a climate conducive for corporate entrepreneurship. The assessment also showed that managers and non- managerial employees in the DCS need education and acquired awareness with regard to corporate entrepreneurship so that all employees can fully understand the benefit of corporate entrepreneurship in the department.
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Establishing an intrapreneurial orientation as strategy : a framework for implementation
- Authors: Jacobs, Hannelize
- Date: 2012-09-13
- Subjects: Entrepreneurship , Small business - Management , New business enterprises - Management , Creative ability in business
- Type: Thesis
- Identifier: uj:10364 , http://hdl.handle.net/10210/7726
- Description: M.Comm. , Today's managers, faced with rapidly changing and fast-paced competitive environments, are challenged to manage "discontinuities created by an interdependent global economy, heightened volatility, hypercompetition, demographic changes, knowledge-based competition, and demassification of some sectors accompanied by enormous growth in others" (Daft & Lewin, 1993:i). Such environmental conditions place intense demands on organisations to interpret opportunities and threats actively when making key strategic decisions. To cope with such challenges, existing larger firms are increasingly turning to corporate entrepreneurship as a means of growth and strategic renewal (Guth & Ginsberg, 1990). Entrepreneurship involves a process of value creation in which an individual or team brings together a unique package of resources to exploit an opportunity. The key steps involved are: identifying opportunities, developing business concepts, determining needed resources, acquiring resources, and managing and harvesting the venture (Jones, Morris & Rockmore, 1995:86). Corporate entrepreneurship (also termed intrapreneurship) involves extending the firm's domain of competence and corresponding opportunity set through new resource combinations that are internally generated (Burgelman, 1984).- Terms such as 'reinventing the corporation', 'the empowered organisation' and 'organisational renewal' are used to describe change efforts where entrepreneurship is a central ingredient. Research has shown that organisations that adopt an entrepreneurial posture in order to cope with the uncertain environment are characterised along dimensions such as unpredictability, dynamism and heterogeneity. These organisations enjoy superior performance (Covin & Slevin, 1988; Zahra & Covin, 1995). The domain of entrepreneurship is no longer restricted in a conceptual sense to the process of creating an independent new venture (Wortman, 1987; Low & MacMillan, 1988). Lumpkin and Dess (1996:136) describe the essential act of entrepreneurship more appropriately as 'new entry'. New entry is the act of launching a new venture, either by a start-up firm, through an existing firm, or via 'internal corporate venturing' (Burgelman, 1983). With this in mind, they distinguish between entrepreneurship and entrepreneurial orientation. Entrepreneurship explains what entrepreneurship consists of, and entrepreneurial orientation describes how new entry is undertaken. Entrepreneurial orientation can therefore be defined as the processes, practices and decision-making activities that lead to new entry (Lumpkin & Dess, 1996:136). However, the entrepreneurial orientation (also referred to as entrepreneurial posture) is not limited to the creation of new organisations, but exists in all actions that distinguish entrepreneurial behaviour from other types of business activity that might be undertaken to capitalise on an opportunity (Lumpkin & Dess, 1996:153). These actions also pervade the organisation at all levels (Covin & Slevin, 1991:7).
- Full Text:
- Authors: Jacobs, Hannelize
- Date: 2012-09-13
- Subjects: Entrepreneurship , Small business - Management , New business enterprises - Management , Creative ability in business
- Type: Thesis
- Identifier: uj:10364 , http://hdl.handle.net/10210/7726
- Description: M.Comm. , Today's managers, faced with rapidly changing and fast-paced competitive environments, are challenged to manage "discontinuities created by an interdependent global economy, heightened volatility, hypercompetition, demographic changes, knowledge-based competition, and demassification of some sectors accompanied by enormous growth in others" (Daft & Lewin, 1993:i). Such environmental conditions place intense demands on organisations to interpret opportunities and threats actively when making key strategic decisions. To cope with such challenges, existing larger firms are increasingly turning to corporate entrepreneurship as a means of growth and strategic renewal (Guth & Ginsberg, 1990). Entrepreneurship involves a process of value creation in which an individual or team brings together a unique package of resources to exploit an opportunity. The key steps involved are: identifying opportunities, developing business concepts, determining needed resources, acquiring resources, and managing and harvesting the venture (Jones, Morris & Rockmore, 1995:86). Corporate entrepreneurship (also termed intrapreneurship) involves extending the firm's domain of competence and corresponding opportunity set through new resource combinations that are internally generated (Burgelman, 1984).- Terms such as 'reinventing the corporation', 'the empowered organisation' and 'organisational renewal' are used to describe change efforts where entrepreneurship is a central ingredient. Research has shown that organisations that adopt an entrepreneurial posture in order to cope with the uncertain environment are characterised along dimensions such as unpredictability, dynamism and heterogeneity. These organisations enjoy superior performance (Covin & Slevin, 1988; Zahra & Covin, 1995). The domain of entrepreneurship is no longer restricted in a conceptual sense to the process of creating an independent new venture (Wortman, 1987; Low & MacMillan, 1988). Lumpkin and Dess (1996:136) describe the essential act of entrepreneurship more appropriately as 'new entry'. New entry is the act of launching a new venture, either by a start-up firm, through an existing firm, or via 'internal corporate venturing' (Burgelman, 1983). With this in mind, they distinguish between entrepreneurship and entrepreneurial orientation. Entrepreneurship explains what entrepreneurship consists of, and entrepreneurial orientation describes how new entry is undertaken. Entrepreneurial orientation can therefore be defined as the processes, practices and decision-making activities that lead to new entry (Lumpkin & Dess, 1996:136). However, the entrepreneurial orientation (also referred to as entrepreneurial posture) is not limited to the creation of new organisations, but exists in all actions that distinguish entrepreneurial behaviour from other types of business activity that might be undertaken to capitalise on an opportunity (Lumpkin & Dess, 1996:153). These actions also pervade the organisation at all levels (Covin & Slevin, 1991:7).
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A critical analysis of TRIZ as a creative problem solving and opportunity finding technique
- Myburgh, Ferdinand Jan Hendrik
- Authors: Myburgh, Ferdinand Jan Hendrik
- Date: 2012-09-10
- Subjects: Creative ability in business , Problem solving , Creative writing
- Type: Thesis
- Identifier: uj:9823 , http://hdl.handle.net/10210/7227
- Description: M.Comm. , The objectives of the study are: To define "creativity", to understand how people think when they solve problems, and to identify the major barriers to creative problem solving and opportunity finding and to investigate whether these barriers can be overcome. To investigate the essence of TRIZ, its history of development, how it works, its nderlying inventive principles, its psychology and whether it is an effective problem solving technique in the sense that it is a cure for barriers to creative thinking. To investigate whether TRIZ can be applied in a non-technical context as a creative problem solving technique, whether it can be applied in conjunction with other creative problem solving techniques and whether it is effective in relation to other creative problem solving techniques.
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- Authors: Myburgh, Ferdinand Jan Hendrik
- Date: 2012-09-10
- Subjects: Creative ability in business , Problem solving , Creative writing
- Type: Thesis
- Identifier: uj:9823 , http://hdl.handle.net/10210/7227
- Description: M.Comm. , The objectives of the study are: To define "creativity", to understand how people think when they solve problems, and to identify the major barriers to creative problem solving and opportunity finding and to investigate whether these barriers can be overcome. To investigate the essence of TRIZ, its history of development, how it works, its nderlying inventive principles, its psychology and whether it is an effective problem solving technique in the sense that it is a cure for barriers to creative thinking. To investigate whether TRIZ can be applied in a non-technical context as a creative problem solving technique, whether it can be applied in conjunction with other creative problem solving techniques and whether it is effective in relation to other creative problem solving techniques.
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The identification of the need for creativity as a management skill
- Authors: Mijburgh, Christoffel Avril
- Date: 2012-08-21
- Subjects: Creative ability in business
- Type: Thesis
- Identifier: uj:2894 , http://hdl.handle.net/10210/6325
- Description: M.Comm. , The main purpose of this study is to investigate the main issues relating to the creativity or creative ability of management in organisations and business. A definition and circumscription of creativity is developed from which the relevance of creativity to management can be qualitatively assessed. The role and functions of management are then discussed. With the definition and circumscription of creativity as reference, and the roles and functions of management described, the need for creativity, and benefit of creativity to management is investigated. Specific references to creativity and management roles and functions are assessed, and the importance of creativity in performing these functions determined. The specific objectives of this research can be stated as follows: To determine a definition and compile a circumscription of creativity that is suitable for the evaluation and assessment of the importance of creativity or creative ability in management. The definition and circumscription will include all aspects of creativity such as the nature of creativity, the traits of creative people, the characteristics of the creative process and creative products, ideas or responses. To describe the role and functions of management at all levels in the organisation. This will include a description of management philosophies and paradigms. To investigate the need for creative ability of management in fulfilling their role and functions as determined, and to determine the advantages that improved creativity in the management function affords organisations. To investigate the possibility for the development or improvement of the creative skills and abilities of management. To investigate the factors that negatively influence or stifle creativity.
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- Authors: Mijburgh, Christoffel Avril
- Date: 2012-08-21
- Subjects: Creative ability in business
- Type: Thesis
- Identifier: uj:2894 , http://hdl.handle.net/10210/6325
- Description: M.Comm. , The main purpose of this study is to investigate the main issues relating to the creativity or creative ability of management in organisations and business. A definition and circumscription of creativity is developed from which the relevance of creativity to management can be qualitatively assessed. The role and functions of management are then discussed. With the definition and circumscription of creativity as reference, and the roles and functions of management described, the need for creativity, and benefit of creativity to management is investigated. Specific references to creativity and management roles and functions are assessed, and the importance of creativity in performing these functions determined. The specific objectives of this research can be stated as follows: To determine a definition and compile a circumscription of creativity that is suitable for the evaluation and assessment of the importance of creativity or creative ability in management. The definition and circumscription will include all aspects of creativity such as the nature of creativity, the traits of creative people, the characteristics of the creative process and creative products, ideas or responses. To describe the role and functions of management at all levels in the organisation. This will include a description of management philosophies and paradigms. To investigate the need for creative ability of management in fulfilling their role and functions as determined, and to determine the advantages that improved creativity in the management function affords organisations. To investigate the possibility for the development or improvement of the creative skills and abilities of management. To investigate the factors that negatively influence or stifle creativity.
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The influence of organisational climate on creativity and innovation in a technology firm in South Africa
- Authors: Senekal, Estiaan
- Date: 2008-06-20T13:46:32Z
- Subjects: Creative ability in business , Technological innovations , Organizational change
- Type: Thesis
- Identifier: uj:3295 , http://hdl.handle.net/10210/669
- Description: The purpose of this study is to investigate creativity, innovation and certain determining factors, which have an influence on creativity and innovation in the micro business environment and specifically in an information technology firm. The information and communications technology (ICT) sector is very dynamic and very fast paced both in the world and in South Africa. Businesses in this sector have to adapt, almost constantly, to incessantly changing technology, customer demands and macro-environmental variables. A vast amount of research exists to suggest that businesses have to adapt to and embrace change in order to survive in this environment. Creativity and innovation are central to change in the organisation. For the purposes of this study creativity is defined as an intellectual process evident in four discernible components, namely the creative person, the creative product, the creative process and the creative environment. Evidence for creativity and innovation includes novelty and usefulness of ideas and new or improved solutions to existing problems within a given context. Novelty and usefulness are therefore characteristic and typical evidence for the presence of creativity. All four components are important for the development and facilitation of creativity and innovation. The four components have a determining influence on creativity resulting in a feedback system. The study specifically focuses on creative environment and in this case - the organisational climate. Organisational climate is the observed recurring behavioural patterns and attitudes in the organisation. This climate influences creativity and innovation by supporting or inhibiting it. An organisation’s climate can also influence other psychological processes such as job satisfaction, decision-making, communication, team effort and motivation of workers across the organisation. The goal of this study was to identify and measure organisational climate factors known to have a significant, determining influence on the work environment, conducive to creativity and innovation. The organisational climate of a firm in the South African ICT sector was measured and analysed. The “Situational Outlook Questionnaire” (SOQ) was used to measure the organisational climate observable in the organisation. The SOQ is employed to assist organisations in assessing the organisational climate for its conduciveness to creativity and innovation, as well as the climate’s ability to foster and promote productivity and change within the organisation. The SOQ was developed over a period of fifty years and is proven to be a reliable and valid measuring instrument. The SOQ assesses nine dimensions that have a direct impact on a creative organisational climate. The nine dimensions are: Challenge/involvement, trust, risk-taking, playfulness/humour, freedom, conflict, debate, idea support, and idea-time. The results indicated the organisation that has been assessed has a strong climate supportive of and conducive to creativity and innovation. The organisation’s SOQ results across all dimensions, except the freedom and debate dimensions, compared very well with other innovative organisations. This could indicate that there is too much debate around decisions, resulting in too much talking before important issues are decided upon. The freedom score was also somewhat low because employees are probably not allowed to make independent decisions related to their jobs. Employees are under obligation to report to superiors before deciding important issues. This organisation’s management strives towards promoting and fostering a climate that is supportive of and conducive to creativity and innovation. This is evident in the results provided by the SOQ as well as the innovative products and services delivered to customers. , Prof. W.M. Conradie
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- Authors: Senekal, Estiaan
- Date: 2008-06-20T13:46:32Z
- Subjects: Creative ability in business , Technological innovations , Organizational change
- Type: Thesis
- Identifier: uj:3295 , http://hdl.handle.net/10210/669
- Description: The purpose of this study is to investigate creativity, innovation and certain determining factors, which have an influence on creativity and innovation in the micro business environment and specifically in an information technology firm. The information and communications technology (ICT) sector is very dynamic and very fast paced both in the world and in South Africa. Businesses in this sector have to adapt, almost constantly, to incessantly changing technology, customer demands and macro-environmental variables. A vast amount of research exists to suggest that businesses have to adapt to and embrace change in order to survive in this environment. Creativity and innovation are central to change in the organisation. For the purposes of this study creativity is defined as an intellectual process evident in four discernible components, namely the creative person, the creative product, the creative process and the creative environment. Evidence for creativity and innovation includes novelty and usefulness of ideas and new or improved solutions to existing problems within a given context. Novelty and usefulness are therefore characteristic and typical evidence for the presence of creativity. All four components are important for the development and facilitation of creativity and innovation. The four components have a determining influence on creativity resulting in a feedback system. The study specifically focuses on creative environment and in this case - the organisational climate. Organisational climate is the observed recurring behavioural patterns and attitudes in the organisation. This climate influences creativity and innovation by supporting or inhibiting it. An organisation’s climate can also influence other psychological processes such as job satisfaction, decision-making, communication, team effort and motivation of workers across the organisation. The goal of this study was to identify and measure organisational climate factors known to have a significant, determining influence on the work environment, conducive to creativity and innovation. The organisational climate of a firm in the South African ICT sector was measured and analysed. The “Situational Outlook Questionnaire” (SOQ) was used to measure the organisational climate observable in the organisation. The SOQ is employed to assist organisations in assessing the organisational climate for its conduciveness to creativity and innovation, as well as the climate’s ability to foster and promote productivity and change within the organisation. The SOQ was developed over a period of fifty years and is proven to be a reliable and valid measuring instrument. The SOQ assesses nine dimensions that have a direct impact on a creative organisational climate. The nine dimensions are: Challenge/involvement, trust, risk-taking, playfulness/humour, freedom, conflict, debate, idea support, and idea-time. The results indicated the organisation that has been assessed has a strong climate supportive of and conducive to creativity and innovation. The organisation’s SOQ results across all dimensions, except the freedom and debate dimensions, compared very well with other innovative organisations. This could indicate that there is too much debate around decisions, resulting in too much talking before important issues are decided upon. The freedom score was also somewhat low because employees are probably not allowed to make independent decisions related to their jobs. Employees are under obligation to report to superiors before deciding important issues. This organisation’s management strives towards promoting and fostering a climate that is supportive of and conducive to creativity and innovation. This is evident in the results provided by the SOQ as well as the innovative products and services delivered to customers. , Prof. W.M. Conradie
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