Abstract:
Purpose: Although intrapreneurship as a corporate strategy is a well-researched phenomenon for corporate transformation, there is still a high churn rate of large organisations in the stock market, which is as a result of being surpassed by new innovative technology companies and failure to transform. The researcher sought to understand this phenomenon from the approach whereby the organisation uses it to drive its innovation strategy. The industry problem was supported by the literature that cited that intrapreneurship, as an organisational strategy, could enable corporate venturing and transformation for their competitiveness and sustainability, which is what South Africa requires considering that the primary sector is known to be the biggest employer at this stage. Their sustainability is key to the economy.
The reason for the topic was to understand what the hurdles could be for a large listed company with resources not to take advantage of a well-researched phenomenon, intrapreneurship, to transform the organisation considering the rising tension caused by legislation and a fiercely competitive local and global market. Intrapreneurship is known to drive corporate innovation, as a result of innovative individuals within organisations, intrapreneurs, and is known to be a central strategy to many organisations that wish to transform to stay competitive.
Design/methodology/approach: A qualitative study, using a case study strategy approach, was undertaken to understand the research problem. Data was collected through semi-structured interviews, and the sample was split between the mining and fertiliser divisions of the organisation, with a sample of senior managers and executives in the large organisation. A manufacturing company operating both in the fertiliser and mining sectors was selected for this research and the objective was for the researcher to gain an in-depth insight within one organisation and have diverse views, considering the sample, to contribute to the body of research on this topic. The data obtained was analysed by the means of thematic process.
Findings: The study found that innovation should be a strategic choice for the organisation, and intrapreneurship could be a vehicle to drive its execution. Their co-existence is, however, driven by leadership and the conducive environment in the organisation.
Originality/value: The study contributes to the body of knowledge on the transformation of a large organisations through innovation and intrapreneurship as its strategic choice.
