An assessment of corporate entrepreneurship in the South African Broadcasting Corporation Limited (SABC Ltd.)
De Villiers, Ilze
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Corporate entrepreneurship is examined with specific reference to the South African Broadcasting Corporation Limited (SABC). As such, a historic overview is given of the SABC followed by a review of the present day situation. Factors which could specifically make corporate entrepreneurship a beneficial strategy should the SABC wish to adopt it, is also discussed in order to set the scene for the literature study to follow. These factors include the fierce competitive environment, the commercial funding model, the internal structures and the strained internal and third party relationships. The literature review defines entrepreneurship, the individual entrepreneur and corporate entrepreneurship, after which the individual entrepreneur is examined in more detail. Dimensions of corporate entrepreneurship, being new business venturing and innovation, selfrenewal and pro-activeness and lastly risk-taking and a growth orientation are also discussed in chapter three. Chapter four continues the literature review, with a focus on thirteen entrepreneurial constructs identified. A visionary/entrepreneurial leadership needs to be present, as well as management support and sponsors for projects. As entrepreneurship involves experimentation, it is important to be tolerant towards taking risks, as well as making mistakes and sometimes failing, and to treat these as learning opportunity. Such an attitude would also help encourage innovation and creativity. Appropriate rewards and reinforcement - both monetary and non-monetary - can also help establish the correct atmosphere. The vision and strategic intent need to be aligned to day-to-day operations, and on a regular basis, discretionary time for experimentation should be available during work hours. Teams should also be empowered and multi-disciplined, as well as have access to the necessary resources - again, monetary as well as non-monetary resources (for example support) are important. An entrepreneurial organisation should typically also be a learning organisation with a strong customer focus, and lastly a flat organisational structure should also be beneficial in promoting open communication. Chapter four concludes by examining practical manners in which an entrepreneurial climate could be established in an organisation. The last two chapters deal with the empirical research and the results of the questionnaire. Basic demographic information is dealt with first, after which the self-assessment and the superior-assessment of entrepreneurial characteristics are discussed. The last aspect dealt with is the thirteen entrepreneurial constructs as identified in chapter four. The study concludes with practical recommendation, a measurement of the achievement of objectives and suggestions for future research.