Delegation is an enabler in organisations, yet managers still struggle with how to use it effectively to get maximum value. There are many definitions of delegation and what it tries to achieve; at the heart of it, delegation is about giving power and authority to work on assigned tasks. It deals with how power should be handed over for delegated tasks to be completed successfully. Since there are no guarantees that delegated tasks will be delivered as expected and on time, there is a need to understand the success factors of delegation. The research is about the success factors of delegation by looking at accountability, quality and compliance. The research goes further and looks at the foundational elements of delegation to make it work which include competencies, skills, attitude an aptitude. It analyses the impact of leadership in delegation by assessing the leadership style(s) that support delegation. Alignment is key in delegation and the research looks at the relationship...
Category - Brian BARNARD
Wits Business School, University of the Witwatersrand, South Africa
This part of the study continues the literature review conducted, and empirically addresses the research questions raised, in the preceding part of the study: Success factors of big data to achieve organisational performance: Theoretical perspectives. Overall, the focus is on the success factors of big data from an organizational context: how and when big data analytics capabilities yield benefits and improve organisational performance. The research questions that were addressed are: 1. What is the general understanding of big data and its current situation? 2. What capabilities are required in order to be successful at translating big data insights into organisational performance? 3. What are the biggest challenges/ risks to converting big data insights into organisational performance? The methodology was qualitative and exploratory, using semi-structured interviews to have in-depth discussions with big data employees at varying job levels to ascertain the success factors and...
Organisations have found an increase in the complexity of their information environments and emerging from this is the concept of “Big Data”, which is considered a breakthrough technological development in both business and academia. Hypothetically, superior big data analytics capability provide organisations with a competitive advantage and is therefore important to develop. This part of the study conducts a comprehensive literature review, with a focus on the success factors of big data from an organizational context: how and when big data analytics capabilities yield benefits and improve organisational performance. It concludes with the following research questions: 1. What is the general understanding of big data and its current situation? 2. What capabilities are required in order to be successful at translating big data insights into organisational performance? 3. What are the biggest challenges/ risks to converting big data insights into organisational performance?
The study assesses the state of leadership of entrepreneurship at the macro level. It further explores the effectiveness of leadership; the gaps, issues and challenges; and the roles of government and the private sector with regards to entrepreneurship leadership. At its core, the study challenges the assumption that entrepreneurship must be led by government and considers the alternative proposition that entrepreneurship can be led by itself – by an independent body of entrepreneurs. The research finding is that entrepreneurship is not effectively led: 1) Several private and public sector initiatives exist to support entrepreneurs, but remain largely uncoordinated. 2) There are a lack of standards and benchmarking at the macro level, even though entrepreneurs could benefit from accreditation, guidelines, governance and strategy frameworks. 3) Entrepreneurship lacks a unified voice. 4) The stakeholders of entrepreneurship compete, rather than collaborate. Government does not...
The study considered and investigated the heuristics of entrepreneurs in the fields of management, strategy, innovation, marketing, sales, HR, and tactics. Overall, a very sophisticated heuristic set was surfaced. None of the areas studied can be described as under-developed. The sophistication of the heuristic set contrasts strongly with previous research on entrepreneurs’ heuristics. Entrepreneurs did not always and initially acknowledge their use of heuristics. It equally implies entrepreneurs may not be actively developing their thinking at all times. Although impressive, comprehensive, and original, the heuristics set may not truly be that distinct from the typical heuristics set of business leaders. Entrepreneurs differ in terms of the level of maturity or comprehensiveness they have reached in terms of the heuristics they consider and use. Entrepreneurs demonstrate natural proficiency and deficiency in terms of heuristics pertaining to areas they excel in and struggle with...
The study examines social entrepreneurship from the perspective of: objective and philosophy (why social entrepreneurs are social entrepreneurs), opportunity identification (how social entrepreneurs recognise opportunities), implementation (how social entrepreneurship is implemented), and social entrepreneurship’s contribution to entrepreneurship. The dual objective (some profit, social impact), and strong focus on social impact of the social entrepreneur are highlighted. Although certainly possible, opportunities are encountered and experienced, and thus recognised, rather than actively sought. There are both strong similarities and differences between social entrepreneurship and entrepreneurship opportunities. Innovation is as much a component of social entrepreneurship. Also, the proactiveness and innovativeness of social entrepreneurship are important aspects and concepts. Social entrepreneurship can also be radical and disruptive. Implementation of social entrepreneurship entails...
The study examines the creative process of entrepreneurs and innovators. It considers how several types of thinking - analytical, analogical, imaginary, intuitive - are involved in creativity and the creative process. It further considers how learning and composite thinking – the integration of the different types of thinking - are incorporated in the creative process. The subsequent analysis covers a number of aspects of creativity and the creative process: 1) attributes, 2) traits, 3) skill, 4) stimulants, 5) process, 6) method and technique, 7) imagination, 8) intuition and the sub-conscious, 9) problem statement, 10) referencing past solutions, 11) the solution space, 12) teams, and 13) factors of success in the market. The prominent role of the intuition and the sub-conscious in creativity is clear. Both the left-brain and right-brain typically contribute to creativity. Perspective formation forms a key component of creativity. There is a semi-formal process to creativity. Both...
Entrepreneurship and Knowledge Management: Knowledge Requirements, Utility, Creation, and Competency
The study examines knowledge management in the context of entrepreneurship: in particular, how entrepreneurs utilize and create knowledge, and build on knowledge as a core competency. Scientific research (SR) as knowledge type, and its relevance to the entrepreneur, are also investigated. With regards to knowledge creation, entrepreneurs excel at speed, originality and relevance, creativity, and business acumen. They have well-developed knowledge bases, and synthesize a lot of knowledge. Entrepreneurs both push and pull knowledge. The entrepreneur may source and acquire knowledge to advance and close the knowledge gaps of an identified opportunity, or may peruse knowledge in search of opportunity. The study elaborates on the relationship between knowledge and innovation, as well as the relationship between knowledge, creativity, and innovation. Entrepreneurs extensively consume scientific research, particularly to expand their knowledge bases. Similar to knowledge, entrepreneurs both...
This study investigates how entrepreneurs and innovators engage the future, and it reflects on how strategic foresight (also called futures studies) can contribute to innovation and entrepreneurship. The literature emphasizes the importance of planning for the future, but not much attention has been given to how entrepreneurs view, forecast and incorporate the future, and how this influences their innovation and creativity. The study found that entrepreneurs are disconnected from the future, and do not take it seriously. The future is mostly left to unfold, and it appears as a surprise. Entrepreneurs use simple methods to engage the future, and their understanding of it is vague. There is a lack of leadership and coordination around the future, and very little intervention around the future. Entrepreneurs recognize a general connection between the future and innovation, but they fail to see the relationship between innovation and futures studies. Futures studies are central to...
The study examines the antecedents of opportunity in greater detail. A literature review highlights 9 antecedents of opportunity, and it was further investigated how these factors impact opportunity recognition. Some of the leading antecedents of opportunity were: solving problems, goals and aspirations, artistic creativity, adoption and networking. None of the antecedents by themselves are sufficient for innovation, as each has a caveat that may also hinder innovation. Also, it is evident that a number of the antecedents may offer unique solutions and benefits, including the acceleration of the identification of ideas and opportunities. In certain contexts, one antecedent may be more applicable or beneficial than another. Each antecedent potentially offers and allows expert areas of innovation, with innovators becoming very experienced in a particular antecedent as an area of innovation. Consequently, the innovator may continually gravitate towards a certain antecedent. A number of...
