MNE3702/101/3/2024
Tutorial Letter 101/3/2024
Corporate Entrepreneurship
MNE3702
Semesters 1 and 2
Department of Applied Management
IMPORTANT INFORMATION
Please register on myUnisa, activate your myLife e-mail account and make sure
that you have regular access to the myUnisa module website, MNE37022024-S1/S2, as well as your group website.
Note: This is a fully online module. It is therefore only available on myUnisa.
BARCODE
CONTENTS
Page
1
INTRODUCTION .......................................................................................................................... 4
2
MODULE OVERVIEW .................................................................................................................. 5
2.1
Purpose ........................................................................................................................................5
2.2
Outcomes ..................................................................................................................................... 5
3
CURRICULUM TRANSFORMATION ........................................................................................... 5
4
LECTURER(S) AND CONTACT DETAILS................................................................................... 6
4.1
Lecturer(s) .................................................................................................................................... 6
4.2
Department ................................................................................................................................... 6
4.3
University ......................................................................................................................................6
5
RESOURCES ............................................................................................................................... 6
5.1
Prescribed book(s) ........................................................................................................................ 6
5.2
Recommended book(s) ................................................................................................................. 6
5.3
Electronic reserves (e-reserves) ................................................................................................... 6
5.4
Library services and resources ..................................................................................................... 6
6
STUDENT SUPPORT SERVICES ................................................................................................ 7
6.1
First-Year Experience Programme ................................................................................................ 8
7.
STUDY PLAN ............................................................................................................................... 8
8
HOW TO STUDY ONLINE ............................................................................................................ 8
8.1
What does it mean to study fully online? ....................................................................................... 9
9.
ASSESSMENT ............................................................................................................................. 9
9.1
Assessment criteria....................................................................................................................... 9
9.2
Assessment plan .......................................................................................................................... 9
9.3
Assessment due dates .................................................................................................................. 9
9.4
Submission of assessments........................................................................................................ 10
9.4.1
Types of assignments and descriptions ...................................................................................... 11
9.5
The assessments ........................................................................................................................ 12
9.6
Other assessment methods ........................................................................................................ 12
9.7
The examination ......................................................................................................................... 12
9.7.1
Invigilation/proctoring .................................................................................................................. 12
10.
ACADEMIC DISHONESTY ........................................................................................................ 13
10.1
Plagiarism ................................................................................................................................... 13
10.2
Cheating ..................................................................................................................................... 13
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10.3
For more information about plagiarism, follow the link below: ..................................................... 14
11.
STUDENTS LIVING WITH DISABILITIES .................................................................................. 14
12.
IN CLOSING ......................................................................................Error! Bookmark not defined.
13.
GLOSSARY................................................................................................................................ 14
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Dear Student
1
INTRODUCTION
Unisa is a comprehensive open distance e-learning (CODeL) higher education institution. The
comprehensiveness of our curricula encapsulates a range of offerings, from strictly vocational to strictly
academic certificates, diplomas and degrees. Unisa's "openness" and its distance eLearning character
result in many students registering at Unisa who may not have had an opportunity to enrol in higher
education. Our CODeL character implies that our programmes are carefully planned and structured to
ensure success for students ranging from the under-prepared but with potential to the sufficiently
prepared.
Teaching and learning in a CODeL context involve multiple modes of delivery ranging from blended
learning to fully online. As a default position, all post graduate programmes are offered fully online with
no printed study materials, while undergraduate programmes are offered in a blended mode of delivery
where printed study materials are augmented with online teaching and learning via the learner
management system – myUnisa. In some instances, undergraduate programmes are offered fully online
as well.
Furthermore, our programmes are aligned with the vision, mission and values of the University. Unisa's
commitment to serve humanity and shape futures combined with a clear appreciation of our location on
the African continent provide Unisa's graduates with distinctive graduate qualities which include:
•
independent, resilient, responsible and caring citizens who are able to fulfil and serve in multiple
roles in their immediate and future local, national and global communities
•
having a critical understanding of their location on the African continent with its histories,
challenges and potential in relation to globally diverse contexts
•
the ability to critically analyse and evaluate the credibility and usefulness of information and
data from multiple sources in a globalised world with its ever-increasing information and data
flows and competing worldviews
•
how to apply their discipline-specific knowledges competently, ethically and creatively to solve
real-life problems
•
an awareness of their own learning and developmental needs and future potential
This module is offered fully online.
Whether a module is offered either as blended (meaning that we use a combination of printed and online
material to engage with you) or online (all information is available via the internet), we use myUnisa as
our virtual campus. This is an online system that is used to administer, document and deliver educational
material to you and support engagement with you. Look out for information from your lecturer as well as
other Unisa platforms to determine how to access the virtual myUnisa module site. Information on the
tools that will be available to engage with the lecturer and fellow students to support your learning will
also be communicated via various platforms.
You are encouraged to log into the module site on myUnisa regularly (i.e., at least twice per week).
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MNE3702/101/3/2024
Right from the start, we would like to point out that you must read all the tutorial letters you receive
during the semester immediately and carefully, as they always contain important and, sometimes, urgent
information.
Because this is a fully online module, you will need to use myUnisa to study and complete the learning
activities for this module. An Online module implies that your study materials are not printed and sent to
you, but you can view and upload them on the online platform, that is, MyUnisa. Visit the website for
MNE3702 on myUnisa frequently. The website for your module is MNE3702-24-S1/ MNE3702-24-S2.
We wish you every success with your studies!
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MODULE OVERVIEW
2.1
Purpose
Students who have completed this module successfully will be empowered with the necessary
competencies (knowledge, values and skills) to be entrepreneurial at different levels of management in a
corporate environment. Successful students will be able to act as change agents, ensuring that business
entities not only have the competitive edge through new products, services and processes, but are also
more effective and efficient. Entrepreneurial companies will contribute to employee satisfaction and
retention. The challenge for companies is not only survival, but continued market dominance. Students
credited with this unit standard will have developed their entrepreneurial skills so that they have the
potential to become efficient and effective employees and managers in an ever-changing business
environment.
The module is delivered via myUnisa, the internet, peer group interaction, and community engagement
in some of the activities. Your lecturers will interact with you on myUnisa and via e-mail.
2.2
Outcomes
For this module, you will have to master several outcomes:
•
•
•
•
•
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Specific outcome 1: Analyse the nature of corporate entrepreneurship.
Specific outcome 2: Determine how creativity and innovation can be implemented by the corporate
entrepreneur.
Specific outcome 3: Evaluate the corporate strategy in terms of the extent to which it encompasses
entrepreneurship and the development of innovation.
Specific outcome 4: Develop an organisational environment that supports entrepreneurship.
Specific outcome 5: Sustain corporate entrepreneurship into the future of the company.
CURRICULUM TRANSFORMATION
Unisa has implemented a transformation charter, in terms of which the University has placed curriculum
transformation high on the teaching and learning agenda. Curriculum transformation includes studentcentred scholarship, the pedagogical renewal of teaching and assessment practices, the scholarship of
teaching and learning, and the infusion of African epistemologies and philosophies. All of these will be
phased in at both programme and module levels, and because of this, you will notice a marked change
in the teaching and learning strategy implemented by Unisa, together with the way in which the content
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is conceptualised in your modules. We encourage you to embrace these changes during your studies at
Unisa in a responsive way within the framework of transformation.
4
LECTURER(S) AND CONTACT DETAILS
4.1
Lecturer(s)
The primary lecturer for this module is: Dr BN Mahosi
Department: Applied Management
E-mail: mokgabn@unisa.ac.za
The Secondary lecturer for this module is Mrs MS Radebe
Department: Applied Management
E-mail: radebes@unisa.ac.za
Telephone: 012 429 2442
4.2
Department
You can contact the Department of Applied Management as follows:
Telephone number: 012 433 4696
E-mail: dam@unisa.ac.za
4.3
University
Contact addresses of the various administrative departments appear on the Unisa website:
http://www.unisa.ac.za/sites/corporate/default/Contact-us/Student-enquiries.
Please include the student number in all correspondence.
5
RESOURCES
5.1
Prescribed book(s)
To complete this module successfully, you must purchase the prescribed book. Your
prescribed textbook for this module for this year is:
Morris, MH, Kuratko, DF & Covin, JG. 2011. Corporate innovation and entrepreneurship. 3rd
Edition. Canada: South-Western, Cengage Learning.
5.2
Recommended book(s)
There are no recommended books for this module.
5.3
Electronic reserves (e-reserves)
E-reserves can be downloaded from the library webpage under Find e-reserves. More information is
available at: http://oasis.unisa.ac.za/search/r.
5.4
Library services and resources
The Unisa Library offers a range of information services and resources. The library has created
numerous library guides, available at http://libguides.unisa.ac.za.
Recommended guides:
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MNE3702/101/3/2024
For brief information on the library, go to https://www.unisa.ac.za/library/libatglance
For more detailed library information, go to http://www.unisa.ac.za/sites/corporate/default/Library
Frequently Asked Questions,
visit https://www.unisa.ac.za/sites/corporate/default/Library/Frequently-Asked-Questions
•
For research support and services such as the personal librarian service and the information
search librarian's literature search request (on your research topic) service,
visit http://www.unisa.ac.za/sites/corporate/default/Library/Library-services/Research-support.
•
For library training for undergraduate
students, visit https://www.unisa.ac.za/sites/corporate/default/Library/Library-services/Training
•
Lending services https://www.unisa.ac.za/sites/corporate/default/Library/Libraryservices/Lending-services
•
Services for postgraduate students https://www.unisa.ac.za/sites/corporate/default/Library/Services-for-Postgraduates
•
Support and services for students with disabilities https://www.unisa.ac.za/sites/corporate/default/Library/Services-for-students-with-special-needs
•
Library technology support -https://libguides.unisa.ac.za/techsupport
•
Finding and using library resources and tools -http://libguides.unisa.ac.za/Research_skills
•
A–Z list of library databases – https://libguides.unisa.ac.za/az.php
•
•
•
•
•
•
•
•
•
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Important contact information:
Technical problems encountered in accessing library online services: Lib-help@unisa.ac.za
General library-related queries: Library-enquiries@unisa.ac.za
Queries related to library fines and payments: Library-fines@unisa.ac.za
Interlibrary loan service for postgraduate students: libr-ill@unisa.ac.za
Literature search service: Lib-search@unisa.ac.za
Social media channels: Facebook: UnisaLibrary and Twitter: @UnisaLibrary
STUDENT SUPPORT SERVICES
The Study @ Unisa brochure is available on myUnisa: www.unisa.ac.za/brochures/studies.
This brochure contains important information and guidelines for successful studies through Unisa.
If you need assistance regarding the myModules system, you are welcome to use the following contact
details:
•
•
Toll-free landline: 0800 00 1870 (Select option 07 for myModules)
E-mail: mymodules22@unisa.ac.za or myUnisaHelp@unisa.ac.za
You can access and view short videos on topics such as how to view your calendar, how to access
module content, how to view announcements for modules, how to submit assessments and how to
participate in forum activities via the following link: https://dtlsqa.unisa.ac.za/course/view.php?id=32130.
Registered Unisa students get a free myLife e-mail account. Important information, notices and
updates are sent exclusively to this account. Please note that it can take up to 24 hours for your
account to be activated after you have claimed it. Please do this immediately after registering at Unisa,
by following this link: myLifeHelp@unisa.ac.za
Your myLife account is the only e-mail account recognised by Unisa for official correspondence with
the University and will remain the official primary e-mail address on record at Unisa. You remain
responsible for the management of this e-mail account.
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6.1
First-Year Experience Programme
Many students find the transition from school education to tertiary education stressful. This is also true in
the case of students enrolling at Unisa for the first time. Unisa is a dedicated open distance and elearning institution, and it is very different from face-to-face/contact institutions. It is a mega university,
and all our programmes are offered through either blended learning or fully online learning. It is for this
reason that we thought it necessary to offer first-time students additional/extended support to help them
seamlessly navigate the Unisa teaching and learning journey with little difficulty and few barriers. We
therefore offer a specialised student support programme to students enrolling at Unisa for the first time –
this is Unisa’s First-Year Experience (FYE) Programme, designed to provide you with prompt and helpful
information about services that the institution offers and how you can access information. The following
FYE services are currently offered:
7.
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STUDY PLAN
Activity
Hours
Reading of relevant chapters in the prescribed book
40
Doing the activities in the textbook
10
Doing the assignments
10
Studying the prescribed book
50
Final revision
10
TOTAL
120
MNE3702/101/3/2024
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HOW TO STUDY ONLINE
8.1
What does it mean to study fully online?
Studying fully online modules differs completely from studying some of your other modules at Unisa.
• All your study material and learning activities for online modules are designed to be
delivered online on myUnisa.
• All your assignments must be submitted online. This means that you will do all your activities
and submit all your assignments on myUnisa. In other words, you may NOT post your
assignments to Unisa using the South African Post Office.
• All communication between you and the University happens online. Lecturers will
communicate with you via e-mail and SMS, as well as the tools on myUnisa. You can also
use all these platforms to ask questions and contact your lecturers.
9.
ASSESSMENT
9.1
Assessment criteria
Please familiarise yourself with the outcomes of this module.
Alternative assessment to assist students who qualify for final year concessions.

The Study @ Unisa brochure contains important information on the final year concession procedure to
assist students with one or two modules that are outstanding. The Department of Examination
Administration (DEA) will inform all students who qualify for a final-year (FI) concession via an SMS
and/or e-mail.
Alternative methods of assessment are subject to stringent academic rules and processes and should
not be considered an easier option. Failure to meet the learning outcomes of the module through the
alternative method of assessment will result in a fail and you will need to re-register for the outstanding
module.
9.2
Assessment plan
The year mark (the weighted mark of the two assignments) will contribute a maximum of 20% to the final
assessment mark for the module, while the examination mark will contribute 80%. Assignment 01 has a
weight of 10% towards your year mark and assignment 02 a 90% weighting. Irrespective of the year
mark obtained, a subminimum of 40% must be obtained in the examination. You will therefore not pass
the module if your examination mark is less than 40%. In addition, if your examination mark is less than
40%, your year mark will not be used in the calculation of your final assessment mark. The examination
mark will be the final assessment mark in this instance.
• All information on when and where to submit your assignments will be made available to you via
the myUnisa site for your module.
• Due dates for assignments, as well as the actual assignments are available on the myUnisa site
for this module.
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• To gain admission to the examination, you will be required to submit all your assignments.
9.3
Assessment due dates
•
There are no assignment due dates included in this tutorial letter.
•
Assignment due dates will be made available to you on the myUnisa landing page for this
module. We envisage that the due dates will be available to you upon registration.
•
Please start working on your assessments as soon as you register for the module.
•
Log on to the myUnisa site for this module to obtain more information on the due dates for the
submission of the assessments.
9.4
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Submission of assessments
•
Unisa, as a comprehensive open distance e-learning institution (CODeL), is moving towards
becoming an online institution. You will therefore see that all your study material, assessments
and engagements with your lecturer and fellow students will take place online. We use myUnisa
as our virtual campus.
•
The myUnisa virtual campus will offer students access to the myModules site, where learning
material will be available online and where assessments should be completed. This is an online
system that is used to administer, document and deliver educational material to students and
support engagement between academics and students.
•
The myUnisa platform can be accessed via https://my.unisa.ac.za. Click on the myModules 2024
button to access the online sites for the modules that you are registered for.
•
The University undertakes to communicate clearly and as frequently as is necessary to ensure
that you obtain the greatest benefit from the use of the myModules learning management system.
Please access the announcements on your myModules site regularly, as this is where your
lecturer will post important information to be shared with you.
•
When you access your myModules site for the module/s you are registered for, you will see a
welcome message posted by your lecturer. Below the welcome message you will see the
assessment shells for the assessments that you need to complete. Some assessments may be
multiple-choice questions, some tests, others written assessments, some forum discussions, and
so on. All assessments must be completed on the assessment shells available on the respective
module platforms.
•
To complete quiz assessments, please log on to the module site where you need to complete the
assessment. Click on the relevant assessment shell (Assessment 1, Assessment 2, etc.). There
will be a date on which the assessment will open for you. When the assessment is open, access
the quiz online and complete it within the time available to you. Quiz assessment questions are
not included in this tutorial letter (Tutorial Letter 101) and are only made available online. You
must therefore access the quiz online and complete it online where it has been created.
•
It is not advisable to use a cell phone to complete the quiz. Please use a desktop computer,
tablet or laptop when completing the quiz. Students who use a cell phone find it difficult to
navigate the Online Assessment tool on the small screen and often struggle to navigate
between questions and successfully complete the quizzes. In addition, cell phones are more
vulnerable to dropped internet connections than other devices. If possible, please do not use a
cell phone for this assessment type.
MNE3702/101/3/2024
•
For written assessments, please note the due date by which the assessment must be submitted.
Ensure that you follow the guidelines given by your lecturer to complete the assessment. Click on
the submission button on the relevant assessment shell on myModules. You will then be able to
upload your written assessment on the myModules site of the modules that you are registered
for. Before you finalise the upload, double-check that you have selected the correct file for
upload. Remember, no marks can be allocated for incorrectly submitted assessments.
9.4.1 Types of assignments and descriptions
All assignments are defined as either optional, mandatory, compulsory or elective.
·
Elective assignments
- If not submitted, the student gets no mark for this item.
- The best of the required submissions will count.
·
Mandatory assignments
- If not submitted, the student gets no mark for this item.
·
Compulsory assignments
- If not submitted, the result on the student’s academic record will be absent.
·
Optional assignments
-
You are encouraged as a student to do an optional assignment so that it may benefit your
learning.
Elective assignments
a.
The student is given a choice of which assignments within an identified group to submit, only the
best result(s), the number of which is specified in advance, will contribute towards the year mark.
b.
Elective assignments must also be grouped into an elective group.
c.
For the student to select which assignment to submit, the elective assignments must be grouped
together. For such an elective group, relevant information must be provided to the student, such
as how many of the assignments must be submitted and how many of the assignment marks
should be combined into the year mark.
d.
The selection criteria define how marks received for assignments in an elective group are to be
combined into the year mark. Three different criteria may be used for calculating the year mark:
·
The best mark should be used.
·
If the student submits fewer than the required number of assignments per group or no
assignment in a group, a mark of 0% will be used.
·
Zero per cent (0%) is awarded to all non-submitted or unmarked assessments. A best mark is
then calculated from all items.
Mandatory assignments
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a.
They contribute to the year mark.
b.
If a student fails to submit a mandatory assignment, no mark is awarded and the year mark is
calculated accordingly. The student will therefore forfeit the marks attached to this assignment
when the final mark for the module is calculated.
Compulsory assessment
a.
When not submitted, the student will fail a continuous assessment module but will be shown as
absent from the examination in the case of other modules.
Optional assignments
a. You are encouraged as a student to do an optional assignment so that it may benefit your learning.
9.5
The assessments
As indicated in section 9.2, you need to complete two assessments and an examination for this module.
Assignments and due dates will be made available to you on myModules for this module. We envisage
that the due dates will be available to you upon registration.
9.6
Other assessment methods
There are no other assessment methods for this module.
9.7
The examination
Examination information and details on the format of the examination will be made available to you
online via the myUnisa site. Look out for information that will be shared with you by your lecturer and etutors (where relevant) and for communication from the University.
Format of the examination paper
The duration of the examination paper is three hours (180 minutes). The examination paper is set in
English. The question paper counts 70 marks and more information will be provided during the course of
the academic calendar or prior to the examination. The questions of Assignment 02 are a good reflection
of the type of questions you can expect for the examination.
Regarding answering the questions on the case study, please take note of the questions that require you
to provide facts directly from the case study to substantiate your answer. Multiple-choice questions will
not be asked in the examination paper. Therefore, the marks that you obtain for the compulsory
Assignment 01 is not an indication of your level of understanding of the study material or what mark you
can expect to earn in the examination.
9.7.1
Invigilation/proctoring
Since 2020, Unisa conducts all its assessments online. Given stringent requirements from professional
bodies and increased solicitations of Unisa’s students by third parties to unlawfully assist them with the
completion of assignments and examinations, the University is obliged to assure its assessment integrity
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MNE3702/101/3/2024
through the utilisation of various proctoring tools: Turnitin, Moodle Proctoring, the Invigilator App and
IRIS. These tools will authenticate the student’s identity and flag suspicious behaviour to assure
credibility of students’ responses during assessments. The description below is for your benefit as you
may encounter any or all of these in your registered modules:
Turnitin is a plagiarism software that facilitates checks for originality in students’ submissions against
internal and external sources. Turnitin assists in identifying academic fraud and ghost writing. Students
are expected to submit typed responses for utilisation of the Turnitin software.
The Moodle Proctoring tool is a facial recognition software that authenticates students’ identity during
their Quiz assessments. This tool requires access to a student’s mobile or laptop camera. Students
must ensure their camera is activated in their browser settings prior to their assessments.
The Invigilator “mobile application-based service” verifies the identity of an assessment participant.
The Invigilator Mobile Application detects student dishonesty-by-proxy and ensures that the assessment
participant is the registered student. This invigilation tool requires students to download the app from
their Play Store (Google, Huawei and Apple) on their mobile devices (camera enabled) prior to their
assessment.
IRIS Invigilation software verifies the identity of a student during assessment and provides for both
manual and automated facial verification. It can record and review a student’s assessment session. It
flags suspicious behaviour by the students for review by an academic administrator. IRIS software
requires installation on students’ laptop devices that are enabled with a webcam.
Students who are identified and flagged for suspicious dishonest behaviour arising from the invigilation
and proctoring reports are referred to the disciplinary office for formal proceeding.
Please note:
Students must refer to their module assessment information on their myModule sites to determine which
proctoring or invigilation tool will be utilised for their formative and summative assessments.
10. ACADEMIC DISHONESTY
10.1
Plagiarism
Plagiarism is the act of taking the words, ideas and thoughts of others and presenting them as your own.
It is a form of theft. Plagiarism includes the following forms of academic dishonesty:
• Copying and pasting from any source without acknowledging the source
• Not including references or deliberately inserting incorrect bibliographic information
• Paraphrasing without acknowledging the original source of the information
10.2
Cheating
Cheating includes, but is not limited to, the following:
•
•
•
•
Completing assessments on behalf of another student, copying the work of another student
during an assessment, or allowing another student to copy your work
Using social media (e.g., WhatsApp, Telegram) or other platforms to disseminate assessment
information
Submitting corrupt or irrelevant files; this forms part of examination guidelines
Buying completed answers from so-called “tutors” or internet sites (contract cheating)
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10.3
For more information about plagiarism, follow the link below:
https://www.unisa.ac.za/sites/myunisa/default/Study-@-Unisa/Student-values-and-rules
11. STUDENTS LIVING WITH DISABILITIES
The Advocacy and Resource Centre for Students with Disabilities (ARCSWiD) provides an opportunity
for staff to interact with first-time and returning students with disabilities.
If you are a student with a disability and would like additional support or need additional time for
assessments, you are invited to contact (Dr BN Mahosi, mokgabn@unisa.ac.za) to discuss the
assistance that you need.
12. IN CLOSING
We wish you all the best throughout your academic journey and trust that you will do well in this module.
You are invited to contact me at any time, in writing, electronically or personally (please make an
appointment) to discuss any problems you may encounter in your studies.
Best wishes,
Dr BN Mahosi
Your lecturer in MNE3702
Department of Applied Management
©
Unisa 2024
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MNE3702/101/3/2024
List of key concepts: Glossary List MNE3702
 corporate entrepreneurship – corporate entrepreneurship is a process during which an
individual or a group of individuals, in association with an existing organisation, creates a
new organisation or brings about renewal or innovation within the organisation.
 organisational life cycle (OLC) – the organisational life cycle is a model that proposes
that businesses, over time, progress through a fairly predictable sequence of
developmental stages.
 entrepreneurial process – the entrepreneurial process entails identifying an
opportunity, developing a business plan, assessing the need for resources, and finally
developing a management programme designed to achieve success.
 venture team – a venture team is the group of founders, key employees, and advisers
that move a new venture from being an idea to being a fully functioning firm.
 venture divisions – venture divisions are an important organisational innovation to
facilitate corporate entrepreneurship.
 entrepreneurial intensity – this is a combination of the frequency with which
entrepreneurial acts are undertaken and the degree of entrepreneurship displayed within
a given organisation.
 entrepreneurial grid – an entrepreneurial grid is presented with the degree and
frequency of entrepreneurship on the axes.
 proactiveness – proactiveness is the propensity of human agents to take action in the
face of external constraints. Proactive entrepreneurs are action-oriented entrepreneurs.
 risk taking – risk taking entails taking bold actions by venturing into the unknown,
borrowing heavily and/or committing significant resources to ventures in uncertain
environments.
 innovativeness – innovativeness is a quality that an organisation demonstrates when it
introduces new products, processes and technologies to improve performance.
 corporate venturing – corporate venturing is the creation of new ventures by large
established companies, inside the organisation or outside, through various financing
models and developmental strategies.
 corporate venture capital (CVC) – corporate venture capital is an equity investment in
independent entrepreneurial ventures by incumbent firms.
 strategic
entrepreneurship
(SE)
–
strategic
entrepreneurship
consists
of
organisationally consequential innovations within existing firms that involve the
combination or integration of opportunity- and advantage-seeking behaviours.
15
 business model – the business model is the plan a business has for making money.
 open innovation model – open innovation is a business management model for
innovation that promotes collaboration with people and organisations outside the
company.
 creativity – creativity is the ability to generate or recognise ideas, alternatives, or
possibilities that may be useful in solving problems, communicating with others, and
entertaining ourselves and others.
 human capital – human capital includes assets such as education, training, intelligence,
skills, health, and other things that employers value.
 job design – the job design is the way that a set of tasks, or an entire job, is organised.
The job design helps to determine what tasks are done, how the tasks are done, and
how many tasks are done.
 creative abrasion – creative abrasion is the intellectual friction that hones ideas into
their most perfect versions through robust debate about diverse perspectives.
 entrepreneurial structure – entrepreneurial or organisational structure is the
arrangement of workflow, communication, and authority relationships within an
organisation.
 corporate innovators – corporate innovators adopt out-of-the-box thinking as a strategy
within a business.
 entrepreneurial activity – entrepreneurial activity consists of enterprising human
activity, the utilisation of innovative capabilities and the creation of value.
 entrepreneurial health audit – the entrepreneurial health audit is an organisational tool
used to assess a firm's entrepreneurial intensity.
 strategic leadership – strategic leadership is the ability to persuade others to voluntarily
follow the entrepreneur’s vision or buy in to the business idea.
 entrepreneurial leadership – entrepreneurial leadership is a mindset that focuses
organisations on turning problems into opportunities that create economic and social
value.
 culture – the culture within an organisation is a shared value system in that organisation.
 entrepreneurial culture – the entrepreneurial culture is the organisational environment
in which employees are motivated to innovate, create and take risks.
 individualism – individualism is self-orientation, an emphasis on self-sufficiency and
control, the pursuit of individual goals and a value system derived from a person’s own
accomplishments.
16
MNE3702/101/3/2024
 collectivism – collectivism involves the subordination of one’s own personal interest to
the goals of the larger work group.
 open-book management – open-book management is a style of management that
allows employees to know what the company spends money on.
 dominant logic – when research and development in new technology drives the
development of new products, we refer to this as dominant logic.
 strategic management – strategic management is the process of evaluation, planning,
and implementation designed to maintain or improve competitive advantage.
 corporate strategy – the corporate strategy sets out the ultimate ambition of the
organisation and expresses a clear, overarching objective for the firm.
 technology-push – this refers to the situation in which research and development in new
technology drives the development of new products.
 market-pull – this refers to a situation in which customers are often the source of the
new product idea, or at least their input is instrumental in the design and development of
the product.
 adaptive organisation – an adaptive organisation is able to integrate new resources or
re-allocate existing ones as needed to solve business problems and fulfil needs as they
arise.
 entrepreneurial mindset – the entrepreneurial mindset is a set of skills that enable
people to identify and make the most of opportunities, overcome and learn from
setbacks, and succeed in a variety of settings.
 entrepreneurial company – an entrepreneurial company or firm is a company or firm
that brings new products and services to the market by creating and seizing
opportunities.
17
List of key concepts: Glossary List MNE3702
Lenane la mareo a bohlokwa MNE3702
 corporate entrepreneurship – corporate entrepreneurship is a process during which an
individual or a group of individuals, in association with an existing organisation, creates a
new organisation or brings about renewal or innovation within the organisation.

boitshwaro ba kgwebo ka hara mekgatlo -boitshwaro ba kgwebo ka hara
mekgatlo ke tshebetso eo ka yona motho kapa sehlopha sa batho, ka kopanelo le
mokgatlo o seng o le teng, ba thehang mokgatlo o motjha kapa ba tlisa ntjhafatso
kapa boiqapelo ka hara mokgatlo.
 organisational life cycle (OLC) – the organisational life cycle is a model that proposes
that businesses, over time, progress through a fairly predictable sequence of
developmental stages.

sedikadikwe sa bophelo ba mokgatlo (OLC) – sedikadikwe sa
bophelo ba mokgatlo ke motlolo o sisinyang hore dikgwebo, ha nako
e ntse eya, di hatele pele ka tatelano eo e lemohehang ka mehato
ya ntshetsopele.
 entrepreneurial process – the entrepreneurial process entails identifying an opportunity,
developing a business plan, assessing the need for resources, and finally developing a
management programme designed to achieve success.

tshebetso ya borakgwebo - tshebetso ya borakgwebo e kenyelletsa
ho hlwaya monyetla, ho theha moralo wa kgwebo, ho lekola tlhokeho
ya disebediswa, mme qetellong ho etswa lenaneo la taolo le
reretsweng ho fihlela katleho.
 venture team – a venture team is the group of founders, key employees, and advisers
that move a new venture from being an idea to being a fully functioning firm.

sehlopha sa ho itekela - sehlopha sa ho itekela ke sehlopha sa
bathehi, basebetsi ba bohlokwa, le baeletsi ba tlosang kgwebo e
ntjha ho tloha ho mohopolo ho ya ho feme e sebetsang ka botlalo.
 venture divisions – venture divisions are an important organisational innovation to
facilitate corporate entrepreneurship.

18
dikarohano tsa ho itekela - dikarohano tsa ho itekela ke
boiqapelo ba bohlokwa ba mokgatlo ho thusa kgwebo ho ntshetsapele
dikgwebo tse ntjha.
MNE3702/101/3/2024
 entrepreneurial intensity – this is a combination of the frequency with which
entrepreneurial acts are undertaken and the degree of entrepreneurship displayed within
a given organisation.

matla a kgwebo - sena ke motswako wa makgetlo ao diketso tsa
kgwebo di etswang ka ona le tekanyo ya kgwebo e bontshang ka hara
mokgatlo o itseng.
 entrepreneurial grid – an entrepreneurial grid is presented with the degree and
frequency of entrepreneurship on the axes.

keriti ya kgwebo – keriti ya kgwebo e hlahiswa ka tekanyo le
makgetlo a kgwebo ka mola o tshwayang ditekanyo.
 proactiveness – proactiveness is the propensity of human agents to take action in the
face of external constraints. Proactive entrepreneurs are action-oriented entrepreneurs.

ho rera le ho lokisetsa mesebetsi e tlang- ho rera le ho
lokisetsa mesebetsi e tlang ke tshekamelo ya mahlahana a batho ho
nka kgato ho sa tsotellehe mathata a ka ntle. Borakgwebo ba
tjhesehang ke borakgwebo ba sekametseng diketsong.
 risk taking – risk taking entails taking bold actions by venturing into the unknown,
borrowing heavily and/or committing significant resources to ventures in uncertain
environments.

ho ipeha kotsing - ho ipeha kotsing ho kopanyelletsa ho nka
kgato ka sebete ka ho ya sebakeng se sa tsejweng, ho kadima
tjhelete e ngata le/kapa ho itlama ka disebediswa tsa bohlokwa ho
itekela mesebetsi e sa tsitsang.
 innovativeness – innovativeness is a quality that an organisation demonstrates when it
introduces new products, processes and technologies to improve performance.

boiqapelo – boiqapelo ke boleng boo mokgatlo o bo bontshang ha o
hlahisa dihlahiswa tse ntjha, ditshebetso le dithekenoloji ho
ntlafatsa tshebetso.
19
 corporate venturing – corporate venturing is the creation of new ventures by large
established companies, inside the organisation or outside, through various financing
models and developmental strategies.

dikhamphani tse kgolo tse tsetelang le ho tshehetsa borakgwebo ke ho theha dikwebo tse ntjha ke dikhamphani tse kgolo tse
itlhommeng pele, ka hare ho mokgatlo kapa kantle, ka mekgwa e
fapaneng ya dtjhelete le maano a ntshetsopele.
 corporate venture capital (CVC) – corporate venture capital is an equity investment in
independent entrepreneurial ventures by incumbent firms.

matsete a kgwebo dikhamphaning tse qalang kantle(CVC) - Matsete
a kgwebo dikhamphaning tse qalang kantle ke letsete la tekatekano
dikgwebong tse ikemetseng tse entsweng ke difeme tse ntseng di le
teng.
 strategic
entrepreneurship
(SE)
–
strategic
entrepreneurship
consists
of
organisationally consequential innovations within existing firms that involve the
combination or integration of opportunity- and advantage-seeking behaviours.

dikgwebo tsa maano (SE) – dikgwebo tsa maano di na le
dintlafatso tse amanang le mokgatlo ka hara difeme tse seng di
ntse di le teng tse kenyelletsang ho kopanya mekgwa ya ho batla
menyetla le mekgwa e metle.
 business model – the business model is the plan a business has for making money.

motlolo wa kgwebo - motlolo wa kgwebo ke moralo oo kgwebo e nang
le oona wa ho etsa tjhelete.
 open innovation model – open innovation is a business management model for
innovation that promotes collaboration with people and organisations outside the
company.

motlolo o bulehileng wa boqapi – boqapi bo e bulehileng ke
motlolo wa tsamaiso ya kgwebo bakeng sa boqapi bo kgothaletsang
tshebedisanommoho le batho le mekgatlo e kantle ho khamphani.
 creativity – creativity is the ability to generate or recognise ideas, alternatives, or
possibilities that may be useful in solving problems, communicating with others, and
entertaining ourselves and others.
20
MNE3702/101/3/2024

boiqapelo - boiqapelo ke bokgoni ba ho hlahisa kapa ho lemoha
mehopolo, mekgwa e meng, kapa menyetla e ka bang molemo ho rarolla
mathata, ho buisana le ba bang, le ho ithabisa le ba bang.
 human capital – human capital includes assets such as education, training, intelligence,
skills, health, and other things that employers value.

ditsebo tseo batho ba nang le tsona - ditsebo tseo batho ba nang
le tsona di kenyeletsa thepa e kang thuto, kwetliso, bohlale,
ditsebo, bophelo bo botle le dintho tse ding tseo bahiri ba di
nkang e le tsa bohlokwa.
 job design – the job design is the way that a set of tasks, or an entire job, is organised.
The job design helps to determine what tasks are done, how the tasks are done, and how
many tasks are done.


moralo wa mosebetsi - moralo wa mosebetsi ke tsela eo sehlopha
sa mesebetsi, kapa mosebetsi oohle, o hlophisitsweng. Moralo wa
mosebetsi o thusa ho fumana hore na ke mesebetsi efe e etswang,
hore na mesebetsi e etswa jwang, le hore na ho etswa mesebetsi e
mekae.
creative abrasion – creative abrasion is the intellectual friction that hones ideas into their
most perfect versions through robust debate about diverse perspectives.

thulano e hahang e hahilweng mokgatlong ka moralo - thulano e
hahang e hahilweng mokgatlong ka moralo ke dikgohlano tsa kelello
tse tjhorisang mehopolo diphetolelong tsa yona tse phethahetseng
ka phehisano e matla mabapi le maikutlo a fapaneng.
 entrepreneurial structure – entrepreneurial or organisational structure is the
arrangement of workflow, communication, and authority relationships within an
organisation.

sebopeho sa kgwebo - sebopeho sa kgwebo kapa mokgatlo ke
tlhophiso ya tshubuhlellano ya mosebetsi, puisano, le dikamano tsa
bolaodi ka hara mokgatlo.
 corporate innovators – corporate innovators adopt out-of-the-box thinking as a strategy
within a business.

baqapi ba dikgwebo - baqapi ba dikgwebo ba nka monahano o kantle
ho lebokose e le leano ka hara kgwebo.
21
 entrepreneurial activity – entrepreneurial activity consists of enterprising human
activity, the utilisation of innovative capabilities and the creation of value.

tshebetso ya borakgwebo - tshebetso ya borakgwebo e na le
tshebetso ya boithaopo ya batho, tshebediso ya bokgoni ba
boiqapelo le ho theha boleng.
 entrepreneurial health audit – the entrepreneurial health audit is an organisational tool
used to assess a firm's entrepreneurial intensity.

tlhatlhobo ya bophelo bo botle ba kgwebo - tlhahlobo ya bophelo
bo botle ba kgwebo ke sesebediswa sa mokgatlo se sebedisetswang
ho lekola matla a kgwebo a feme.
 strategic leadership – strategic leadership is the ability to persuade others to voluntarily
follow the entrepreneur’s vision or buy in to the business idea.

boetapele ba maano - boetapele ba maano ke bokgoni ba ho
susumetsa ba bang ho latela tjhebelopele ya mohwebi ka boithatelo
kapa ho amohela mohopolo wa kgwebo.
 entrepreneurial leadership – entrepreneurial leadership is a mindset that focuses
organisations on turning problems into opportunities that create economic and social
value.

boetapele ba dikgwebo - boetapele ba kgwebo ke mohopolo o
tsepamisitseng mekgatlo ho fetola mathata menyetla e hlahisang
boleng ba moruo le setjhabeng.
 culture – the culture within an organisation is a shared value system in that organisation.

setso – setso ka hare ho mokgatlo ke tsamaiso ya boleng bo
kopanetsweng mokgatlong oo.
 entrepreneurial culture – the entrepreneurial culture is the organisational environment
in which employees are motivated to innovate, create and take risks.

22
setso sa kgwebo - setso sa kgwebo ke tikoloho ya mokgatlo eo
basebetsi ba susumelletsehang ho iqapela, ho theha le ho ipeha
kotsing.
MNE3702/101/3/2024
 individualism – individualism is self-orientation, an emphasis on self-sufficiency and
control, the pursuit of individual goals and a value system derived from a person’s own
accomplishments.

boinotshing - boinotshing ke ho ikemela, ho toboketsa ho
ikgotsofatsa le ho laola, ho phehella dipakane tsa motho ka mong
le tsamaiso ya boleng e nkilweng ho seo motho a se finyeletseng.
 collectivism – collectivism involves the subordination of one’s own personal interest to
the goals of the larger work group.

kopanelo - kopanelo e kenyelletsa ho ipeha tlasa dithahasello
tsa motho ho fihlela sepheo sa sehlopha se seholo sa mosebetsi.
 open-book management – open-book management is a style of management that
allows employees to know what the company spends money on.

tsamaiso ya dibuka tse bulehileng - taolo ya dibuka tse
bulehileng ke mokgwa wa tsamaiso o dumellang basebetsi ho tseba
hore na khamphani e sebedisa tjhelete ho eng.
 dominant logic – when research and development in new technology drives the
development of new products, we refer to this as dominant logic.

mohopolo o ka sehloohong - ha dipatlisiso le ntshetsopele ya
theknoloji e ntjha e susumetsa ntshetsopele ya dihlahiswa tse
ntjha, re bua ka sena e le mohopolo o ka sehloohong.
 strategic management – strategic management is the process of evaluation, planning,
and implementation designed to maintain or improve competitive advantage.

taolo ya leano - taolo ya leano ke mokgwa wa tlhahlobo, moralo
le tshebetsong o etseditsweng ho boloka kapa ho ntlafatsa
monyetla wa tlhodisano.
 corporate strategy – the corporate strategy sets out the ultimate ambition of the
organisation and expresses a clear, overarching objective for the firm.

leano la kgwebo le hlalosang maikemisetso a khamphani – ke
leano totobatsang tabatabelo ya mantlha ya mokgatlo le ho
hlahisa sepheo se hlakileng, se akaretsang sa feme.
23
 technology-push – this refers to the situation in which research and development in new
technology drives the development of new products.

theknoloji e ntjha e kganna ntshetsopele ya dihlahiswa tse
ntjha- sena se bolela boemo boo ho bona dipatlisiso le
ntshetsopele ya theknoloji e ntjha e tsamaisang tlhahiso ya
dihlahiswa tse ntjha.
 market-pull – this refers to a situation in which customers are often the source of the
new product idea, or at least their input is instrumental in the design and development of
the product.

maraka o hloka sehlahiswa - sena se bolela boemo boo ho bona
bareki hangata e leng mohlodi wa mohopolo o motjha wa sehlahiswa,
kapa bonyane tlhahiso ya bona e thusa haholo moralong le
ntshetsopele ya sehlahiswa.
 adaptive organisation – an adaptive organisation is able to integrate new resources or
re-allocate existing ones as needed to solve business problems and fulfil needs as they
arise.

mokhatlo o ikamahanyang le maemo - mokgatlo o ikamahanyang le maemo o
kgona ho kopanya disebediswa tse ntjha kapa ho abela tse seng di ntse di le teng
kamoo ho hlokahalang ho rarolla mathata a kgwebo le ho phethahatsa ditlhoko ha
di hlaha.
 entrepreneurial mindset – the entrepreneurial mindset is a set of skills that enable
people to identify and make the most of opportunities, overcome and learn from
setbacks, and succeed in a variety of settings.

24
mohopolo wa borakgwebo - mohopolo wa borakgwebo ke sehlopha sa
ditsebo tse nolofalletsang batho ho tseba le ho sebedisa menyetla
ka botlalo, ho hlola le ho ithuta ho tswa ditshitisong, le ho
atleha maemong a fapaneng.
MNE3702/101/3/2024
 entrepreneurial company – an entrepreneurial company or firm is a company or firm
that brings new products and services to the market by creating and seizing
opportunities.

khamphani ya borakgwebo - khamphani kapa feme ke khamphani kapa
feme e tlisang dihlahiswa le ditshebeletso tse ntjha mmarakeng ka
ho theha le ho nka menyetla.
25
List of key concepts: Glossary List MNE3702
 corporate entrepreneurship – corporate entrepreneurship is a process during which an
individual or a group of individuals, in association with an existing organisation, creates a
new organisation or brings about renewal or innovation within the organisation.
corporate entrepreneurship – corporate entrepreneurship i prosese eka yona munhu
wun’we kumbe ntlawa wa vanhu, hi ku tirhisana na nhlangano lowu wu nga kona, va
sungulaka nhlangano wun’wana ku tisa kumbe ku pfuxeta vutumbuluxi eka nhlangano.
 organisational life cycle (OLC) – the organisational life cycle is a model that proposes
that businesses, over time, progress through a fairly predictable sequence of
developmental stages.
ndzhendzheleko wa vutomi bya nhlangano – ndzhendzheleko wa vutomi bya
nhlangano i modlele leyi yi pimanyetaku leswo mabindzu, hi ku famba ka nkarhi ya
famba hi ku landzelelana loku tivekaku ka switeji swa nhluvukiso.
 entrepreneurial process – the entrepreneurial process entails identifying an
opportunity, developing a business plan, assessing the need for resources, and finally
developing a management programme designed to achieve success.
prosese ya vuintrapriniyara – prosese ya vuintrapriniyara yi katsa ku vona ophochuniti,
ku endla pulani ya bindu, ku kambela swilaveko swa swihlovo, na le makumu ku endla
nongonoko wa vufambisi lowu nga xikongomelo xa ku humelela.
 venture team – a venture team is the group of founders, key employees, and advisers
that move a new venture from being an idea to being a fully functioning firm.
xipanu xa vhenchara – xipanu xa vhenchara i ntlawa wa vasunguri, vatirhi va nkoka, na
vatsundzuxi lava va susumetaku vhenchara yintshwa ku suka eka mianakanyo ku ya eka
feme leyi tirhaku hi xitalo.
 venture divisions – venture divisions are an important organisational innovation to
facilitate corporate entrepreneurship.
swiyenge swa vhenchara – swiyenge swa vhenchara i vutumbuluxi bya nkoka bya
nhlangano ku pfuneta corporate entrepreneurship.
 entrepreneurial intensity – this is a combination of the frequency with which
entrepreneurial acts are undertaken and the degree of entrepreneurship displayed within
a given organisation.
entrepreneurial intensity – leswi i vuhlangani bya frikhwensi hilaha ku tekiwaka kona
magoza ya vuintrapriniyara na xiyenge xa entrepreneurship lexi xi kombisiwaka eka
nhlangano wo karhi.
26
MNE3702/101/3/2024
 entrepreneurial grid – an entrepreneurial grid is presented with the degree and
frequency of entrepreneurship on the axes.
entrepreneurial
grid
–
entrepreneurial
grid
yi
kombisiwa
hi
frikhwensi
ya
entrepreneurship eka ti-axes.
 proactiveness – proactiveness is the propensity of human agents to take action in the
face of external constraints. Proactive entrepreneurs are action-oriented entrepreneurs.
Vugingirikela emahlweni – vugingirikela emahlweni i mafulufulu ya vanhu ku tiendlela
ku teka magoza loko va langutana na swiyimo swa swirhalanganyi. Vaintrapriniyara va
vugingirikela emahlweni va teka magoza ya vusunguri bya mabindzu.
 risk taking – risk taking entails taking bold actions by venturing into the unknown,
borrowing heavily and/or committing significant resources to ventures in uncertain
environments.
vutekavunghozi – vutekavunghozi swi katsa magoza ya mafulufulu ya ku nghenela eka
leswi swi nga tiviwiku, ku lomba swinene na/kumbe ku tibohelela swinene eka swihlovo
swa swipfuneto eka mimbangu yo ka yi nga tiyisekangi.
 innovativeness – innovativeness is a quality that an organisation demonstrates when it
introduces new products, processes and technologies to improve performance.
vuendla-vutumbuluxi – vuendla-vutumbuluxi i khwaliti lowu nhlangano wu wu
kombisaka loko wu sungula swimakiwa swintshwa, tiprosese na titheknoloji ta ku
antswisa matirhelo.
 corporate venturing – corporate venturing is the creation of new ventures by large
established companies, inside the organisation or outside, through various financing
models and developmental strategies.
corporate venturing – corporate venturing i vuendli bya tivhenchara letintshwa hi
tikhamphani letikulu, endzeni ka nhlangano kumbe ehandle ka wona hi timodlele to
hambana ta swa timali na maqhinga ya nhluvukiso.
 corporate venture capital (CVC) – corporate venture capital is an equity investment in
independent entrepreneurial ventures by incumbent firms.
corporate venture capital (CVC) – corporate venture capital i vuvekisi bya mali hi ku
hambana na entrepreneurial ventures leti titiyimeleke hi tifeme.
 strategic
entrepreneurship
(SE)
–
strategic
entrepreneurship
consists
of
organisationally consequential innovations within existing firms that involve the
combination or integration of opportunity- and advantage-seeking behaviours.
27
strategic entrepreneurship (SE) – strategic entrepreneurship yi katsa vutumbuluxi bya
nhlangano eka tifeme let ti nga kona leti ti katsaku kumbe ku hlanganisa ophochuniti ya
matikhomelo yo lavana na leswinene.
 business model – the business model is the plan a business has for making money.
modlele wa bindzu – modlele wa bindzu i kungu leri bindzu ri nga na rona ku endla mali.
 open innovation model – open innovation is a business management model for
innovation that promotes collaboration with people and organisations outside the
company.
modlele wa vutumbuluxi lebyi pfulekeke – vutumbuluxi lebyi pfulekeke bya modlele
wa vufambisi bya bindzu ku endlela vutumbuluxi lebyi byi tirhisanaku na vanhu na
mihlangano leyi nga le handle ka khamphani.
 creativity – creativity is the ability to generate or recognise ideas, alternatives, or
possibilities that may be useful in solving problems, communicating with others, and
entertaining ourselves and others.
vuqambhi – vuqambhi i vuswikoti bya ku sungula kumbe ku amukela mianakanyo,
tindlela tin’wana kumbe leswi swi nga tshukaku swi endleka leswi swi nga pfunaku eka
ku tlhantlha swirhalanganyi, ku tihlanganisa na van’wana, na ku tikhata no khata
van’wana.
 human capital – human capital includes assets such as education, training, intelligence,
skills, health, and other things that employers value.
Human capital – human capital yi katsa nhundzu yo fana na dyondzo, vuleteri, vutlhari,
swikili, rihanyu na swilo swin’wana leswi vathori va swi kumaku swi ri swa nkoka.
 job design – the job design is the way that a set of tasks, or an entire job, is organised.
The job design helps to determine what tasks are done, how the tasks are done, and
how many tasks are done.
dizayini ya ntirho – dizayini ya ntirho i ndlela leyi swikatsa swa mitirho, kumbe ntirho
hinkwawo wu kondleteriwaka hi kona. Dizayini ya ntirho yi pfuneta ku veka leswo xana hi
yihi mitirho leyi faneleke ku endliwa, na leswo yi fanele ku endlisiwa ku yini, na leswo i
mitirho mingani leyi faneleke ku endliwa.
 creative abrasion – creative abrasion is the intellectual friction that hones ideas into
their most perfect versions through robust debate about diverse perspectives.
creative abrasion – creative abrasion i ku khwahlana ka vutlhari lebyi lotaku
mianakanyo ku va yo antswa swinene hi ku va na mikanelo-mphikizano hi mavonelo yo
hambana.
28
MNE3702/101/3/2024
 entrepreneurial structure – entrepreneurial or organisational structure is the
arrangement of workflow, communication, and authority relationships within an
organisation.
xivumbeko xa intraprineriyali – xivumbeko xa intraprineriyali kumbe xa nhlangano i
malulamiselo ya ku khuluka ka ntirho, vutihlangnisi, na vuxakelani bya va matimba eka
nhlangano.
 corporate innovators – corporate innovators adopt out-of-the-box thinking as a strategy
within a business.
vatumbuluxi va corporate – vutumbuluxi va corporate va amukela maehleketelo lama
ya nga ri ku ya ntolovelo tanihi qhinga ra bindzu.
 entrepreneurial activity – entrepreneurial activity consists of enterprising human
activity, the utilisation of innovative capabilities and the creation of value.
vugingiriki bya intraprineriyali – vugingiriki bya intraprineriyali byi katsa migingiriko ya
vanhu, ku tirhisiwa ka vuswikoti bya vutumbuluxi na ku vanga value.
 entrepreneurial health audit – the entrepreneurial health audit is an organisational tool
used to assess a firm's entrepreneurial intensity.
entrepreneurial health audit – entrepreneurial health audit i thulusi ra nhlangano leri
tirhiseriwaka ku kambela vuenti bya intraprineriyali ya feme.
 strategic leadership – strategic leadership is the ability to persuade others to voluntarily
follow the entrepreneur’s vision or buy in to the business idea.
vurhangeri bya strathejiki – vurhangeri bya strathejiki i vuswikoti bya ku kucetela
van’wana ku landzela xivono xa muintrapriniyara hi ku tirhandzela kumbe ku amukela
muanakanyo wa bindzu.
 entrepreneurial leadership – entrepreneurial leadership is a mindset that focuses
organisations on turning problems into opportunities that create economic and social
value.
vurhangeri bya intraprineriyali – vurhangeri bya intraprineriyali i maehleketelo yo karhi
lama ya tshikilelaku eka minhlangano eka ku hundzuluxa swirhalanganyi ku va
tiophochuniti leti vangaku value ya ikhonomi na ya vanhu.
 culture – the culture within an organisation is a shared value system in that organisation.
mfuwo – mfuwo eka nhlangano i sisteme leyi ku avelaniwaka hi yona eka nhlangano
wolowo.
 entrepreneurial culture – the entrepreneurial culture is the organisational environment
in which employees are motivated to innovate, create and take risks.
29
mfuwo wa intraprineriyali – mfuwo wa intraprineriyali i mbangu wa nhlangano laha
vatirhi va susumetiwaka kona hi vutumbuluxi, ku vanga na ku teka vunghozi.
 individualism – individualism is self-orientation, an emphasis on self-sufficiency and
control, the pursuit of individual goals and a value system derived from a person’s own
accomplishments.
vutivonela-wexe – vutivonela-wexe, i oriyenthexini ya vuwena, ku tshikelela eka
vutiendleri hi wexe na vulawuri, ku landzelela swikongomelo swa wena wexe, na ku
xixima sisteme leyi humaku eka ku humelela ka munhu hi yexe.
 collectivism – collectivism involves the subordination of one’s own personal interest to
the goals of the larger work group.
vutirhela-nhlengelo – vutirhela-nhlengelo byi katsa ku vekela endzhaku ku navela ka
munhu wun’we ehansi ka swikongomelo swa ntlawa lowukulu
 open-book management – open-book management is a style of management that
allows employees to know what the company spends money on.
vufambisi bya buku leyi pfulekeke – vufambisi bya buku leyi pfulekeke i xitayele xa
vufambisi lebyi pfumelelaku leswo vatirhi va tiva leswo khamphani yi tirhisa mali njhani
na le ka yini.
 dominant logic – when research and development in new technology drives the
development of new products, we refer to this as dominant logic.
dominant logic – ndzavisiso na nhluvukiso wa theknoloji leyintshwa wu susumeta ku
endliwa ka swimakiwa leswintsha, leswi hi swi vula dominant logic.
 strategic management – strategic management is the process of evaluation, planning,
and implementation designed to maintain or improve competitive advantage.
vufambisi bya strathejiki – vufambisi bya strathejiki i prosese ya ku kambela, ku
pulana, na ku tirha hi ku landza nongonoko lowu wu nga endleriwa ku tlakusa no
antswisa xiyimo xa ku phikizana
 corporate strategy – the corporate strategy sets out the ultimate ambition of the
organisation and expresses a clear, overarching objective for the firm.
qhinga ra corporate – qhinga ra corporate ri veka ambixini ya le makumu ya nhlangano
no humesela erivaleni xikongomelo xo vonaka kahle, xa vufikeleri bya feme.
 technology-push – this refers to the situation in which research and development in new
technology drives the development of new products.
nsusumeto wa theknoloji – leswi swi vula xiyimo laha kona ndzavisiso na nhluvukiso
eka theknoloji leyintshwa swi susumetaku nhluvukiso wa swimakiwa leswintshwa.
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 market-pull – this refers to a situation in which customers are often the source of the
new product idea, or at least their input is instrumental in the design and development of
the product.
market-pull – leswi swi vula xiyimo laha tikhastama ti talaku ku va xihlovo xa
muanakanyo wa ximakiwa lexintshwa, kumbe loko leswi nghenisiwaka swi pfuneta eka
dizayini na nhluvukiso wa ximakiwa.
 adaptive organisation – an adaptive organisation is able to integrate new resources or
re-allocate existing ones as needed to solve business problems and fulfil needs as they
arise.
nhlangano lowu fambelanaku na swiyimo leswintshwa – nhlangano wa adaptive wu
kota ku hlanganisa swihlovo swa swipfuneto leswintshwa kumbe ku ava leswi nga kona
tanihilaha swi dingekaku ku tlhantlha swirhalanganyi swa bindzu na ku hlanganyetana na
swidingo leswi swi humelelaku.
 entrepreneurial mindset – the entrepreneurial mindset is a set of skills that enable
people to identify and make the most of opportunities, overcome and learn from
setbacks, and succeed in a variety of settings.
entrepreneurial mindset – intrepreneurial mindset i xikatsa xa swikili leswi swi kotisaku
vanhu ku vona no tirhisa swinyingi swa tiophochuniti, ku susa swirhalanganyi na ku
dyondza eka leswi nga ri ku leswinene leswi endlekaku eka vona, no humelela eka
swiyimo swo hambana.
 entrepreneurial company – an entrepreneurial company or firm is a company or firm
that brings new products and services to the market by creating and seizing
opportunities.
khamphani ya intraprineriyali – khamphani ya intraprineriyali i feme kumbe khamphani
leyi yi tisaku swimakiwa leswintshwa na vutirheli eka makete hi ku vanga no teka
tiophochuniti.
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List of key concepts: Glossary List MNE3702
 corporate entrepreneurship – corporate entrepreneurship is a process during which an
individual or a group of individuals, in association with an existing organisation, creates a
new organisation or brings about renewal or innovation within the organisation.
 Nḓila ya kwa vhubindudzi - vhubindudzi ha tshumisano ndi maitele ane muthu kana
tshigwada tsha vhathu, vha na tshiimiswa tshi re hone, vha sika tshiimiswa tshiswa kana
u vusuludza kana u bveledza nga ngomu kha tshiimiswa.
 organisational life cycle (OLC) – the organisational life cycle is a model that proposes
that businesses, over time, progress through a fairly predictable sequence of
developmental stages.
 mutevheṱhanḓu wa vhutshilo ha tshiimiswa (OLC) - mutevheṱhanḓu wa vhutshilo ha
tshiimiswa ndi tshiedziswa tshine tsha dzinginya uri mabindu , nga murahu ha tshifhinga,
mvelaphanḓa nga kha thevhekano ine ya humbulelea ya maga a mveledziso.
 entrepreneurial process – the entrepreneurial process entails identifying an
opportunity, developing a business plan, assessing the need for resources, and finally
developing a management programme designed to achieve success.
 kuitele kwa vhubindudzi – kuitele kwa vhubindudzi ku katela u topola tshikhala, u
bveledza pulane ya bindu, u ela ṱhoḓea ya zwishumiswa, na u bveledza
mbekanyamushumo ya ndangulo yo itelwaho u swikelela u bvelela.
 venture team – a venture team is the group of founders, key employees, and advisers
that move a new venture from being an idea to being a fully functioning firm.
 tshigwada tshi thomaho bindu - tshigwada tshi thomaho ndi tshigwada tsha
vhatumbuli, vhashumi vha ndeme, na vhaeletshedzi vhane vha thoma zwithu zwiswa u
bva kha muhumbulo u swika hune zwa vha feme I shumaho.
 venture divisions – venture divisions are an important organisational innovation to
facilitate corporate entrepreneurship.
 Khethekanyo dza bindu ḽo thomiwaho – khethekanyo dza zwo thomiwaho ndi
vhubveledzi ha ndeme ha u tshimbidza vhubindudzi ha tshigwada.
 entrepreneurial intensity – this is a combination of the frequency with which
entrepreneurial acts are undertaken and the degree of entrepreneurship displayed within
a given organisation.
 khwaṱhisedzo ya vhubindudzi – iyi ndi ṱhanganelano ya luvhilo lune nyito dza
vhubindudzi dza itwa na tshikalo tshine vhubindudzi ha itwa nga ngomu kha tshiimiswa.
 entrepreneurial grid – an entrepreneurial grid is presented with the degree and
frequency of entrepreneurship on the axes.
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 giridi ya vhubindudzi – giridi ya vhubindudzi i ṋekedzwa hu na tshikalo na luvhilo lwa
vhubindudzi vhukati.
 proactiveness – proactiveness is the propensity of human agents to take action in the
face of external constraints. Proactive entrepreneurs are action-oriented entrepreneurs.
 vhurangeli - vhurangeli ndi nḓowelo ya mazhendedzi a vhathu ya u ita nyito musi hu na
vhukonḓi ha nga nnḓa. vhabindudzi vha re na vhurangeli vha sedza nyito.
 risk taking – risk taking entails taking bold actions by venturing into the unknown,
borrowing heavily and/or committing significant resources to ventures in uncertain
environments.
 u sa shavha khohakhombo – u sa shavha khohakhombo zwi amba u dzhia nyito dzo
khwaṱhaho nga u dzhena kha zwishumiswa zwa ndeme zwi sa ḓivhei, u hadzima
huhulwane na/kana u kumedzela izwo zwishumiswa kha zwi thomiwaho kha vhupo vhu
si na khwaṱhisedzo.
 innovativeness – innovativeness is a quality that an organisation demonstrates when it
introduces new products, processes and technologies to improve performance.
 vhubveledzi – vhubveledzi ndi ndeme ine tshiimiswa tsha sumbedza musi tshi tshi
ḓivhadza zwibveledzwa zwiswa, maitele na thekhinoḽodzhi u khwinisa kushumele.
 corporate venturing – corporate venturing is the creation of new ventures by large
established companies, inside the organisation or outside, through various financing
models and developmental strategies.
 u thoma bindu – u thoma bindu ndi u sikwa ha bindu ḽiswa nga khamphani khulwane yo
no ṱokaho midzi, nga ngomu ha tshiimiswa kana nnḓa nga kha zwiedziswa zwa u
lambedza masheleni zwo fhambanaho na zwiṱirathedzhi zwa mveledziso.
 corporate venture capital (CVC) – corporate venture capital is an equity investment in
independent entrepreneurial ventures by incumbent firms.
 khephithala ya bindu ḽi thomiwaho (CVC) – khephithala ya bindu ḽi thomiwaho kha
mabindu a vhubindudzi o ḓiimisaho nga feme dzi re na vhuḓifhinduleli.
 strategic
entrepreneurship
(SE)
–
strategic
entrepreneurship
consists
of
organisationally consequential innovations within existing firms that involve the
combination or integration of opportunity- and advantage-seeking behaviours.
 vhubindudzi ha tshiṱirathedzhi (SE) – vhubindudzi ha tshiṱirathedzhi vhu katela
vhubveledzi hu re na zwivhangi ha tshivhangi nga ngomu ha feme dzi re hone zwine zwa
katela ṱhanganelano ya zwikhala – na vhuḓifari ha u ṱoḓa zwivhuya.
 business model – the business model is the plan a business has for making money.
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 tshiedziswa tsha bindu – tshiedziswa tsha bindu ndi nzudzanyo ya bindu ine ya vha
hone u itela u ita tshelede.
 open innovation model – open innovation is a business management model for
innovation that promotes collaboration with people and organisations outside the
company.
 tshiedziswa tsha vhubindudzi ha zwiko zwa nga ngomu na zwa nnḓa – tshiedziswa
tsha vhubindudzi ha zwiko zwa nga ngomu na zwa nga nnḓa ndi tshiedziswa tsha
ndangulo ya bindu u itela vhubveledzi tshine tsha bveledza tshumisano na vhathu na
tshiimiswa a nnḓa ha khamphani.
 creativity – creativity is the ability to generate or recognise ideas, alternatives, or
possibilities that may be useful in solving problems, communicating with others, and
entertaining ourselves and others.
 vhusiki – vhusiki ndi vhukoni ha u bveledza kana u vhona mihumbulo, kana zwiṅwe
kana khonadzeo dzine dza nga vha dza ndeme kha u tandulula thaidzo, u davhidzana na
vhaṅwe na u ḓimvumvusa na vhaṅwe.
 human capital – human capital includes assets such as education, training, intelligence,
skills, health, and other things that employers value.
 Zwiko zwo vhashumi – zwiko zwa vhashumi zwi katela ndaka ine ya nga sa pfunzo,
vhugudisi na zwiṅwe zwithu zwine mushumi a vha nazwo.
 job design – the job design is the way that a set of tasks, or an entire job, is organised.
The job design helps to determine what tasks are done, how the tasks are done, and
how many tasks are done.
 nzudzanyo ya mushumo – nzudzanyo ya mushumo ndi nḓila ine sethe ya mishumo,
kana mushumo woṱhe, wa dzudzanywa. Nyolo ya mushumo I thusa u vhona uri ndi
mishumo ifhio yo itwaho, na uri i itwa hani, na uri ndi mingana yo itwaho.
 creative abrasion – creative abrasion is the intellectual friction that hones ideas into
their most perfect versions through robust debate about diverse perspectives.
 khuḓano ya vhusiki - khuḓano ya vhusiki ndi khuḓano ya ngelekanyo ine ya khwinisa
mihumbulo kha vesheni dzavho dza khwinesa nga kha nyambedzano dzo khwaṱhaho
nga ha kuvhonele kwo fhambanaho.
 entrepreneurial structure – entrepreneurial or organisational structure is the
arrangement of workflow, communication, and authority relationships within an
organisation.
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 tshivhumbeo tsha vhubindudzi – tshivhumbeo tsha vhubindudzi kana tshiimiswa ndi
nzudzanyo ya nyelelo ya mushumo, vhudavhidzani, na vhushaka ha maanḓalanga nga
ngomu kha tshiimiswa.
 corporate innovators – corporate innovators adopt out-of-the-box thinking as a strategy
within a business.
 Vhabveledzi vha bindu – vhabveledzi vha bindu vha dzhia zwa kuhumbulele kwa
tshihaḓu sa tshiṱirathedzhi nga ngomu kha bindu.
 entrepreneurial activity – entrepreneurial activity consists of enterprising human
activity, the utilisation of innovative capabilities and the creation of value.
 Mushumo wa vhubindudzi – mushumo wa vhubindudzi i na mushumo wa vhathu wa
zwa vhubindudzi, tshumiso ya vhukoni ha vhubveledzi na vhusiki ha zwithu zwa ndeme.
 entrepreneurial health audit – the entrepreneurial health audit is an organisational tool
used to assess a firm's entrepreneurial intensity.
 vhuṱoli ha mutakalo ha zwa vhubindudzi - vhuṱoli ha mutakalo ha zwa vhubindudzi ndi
tshishumiswa tsha tshiimiswa tsha u ela u khwaṱha ha dza feme dza vhubindudzi.
 strategic leadership – strategic leadership is the ability to persuade others to voluntarily
follow the entrepreneur’s vision or buy in to the business idea.
 vhurangaphanḓa ha tshiṱirathedzhi - vhurangaphanḓa ha tshiṱirathedzhi ndi vhukoni
ha u kwengweledza vhaṅwe u ḓithauba u tevhela bono ḽa ramabindu kana u ṱanganedza
muhumbulo wa bindu.
 entrepreneurial leadership – entrepreneurial leadership is a mindset that focuses
organisations on turning problems into opportunities that create economic and social
value.
 vhurangaphanḓa ha zwa vhubindudzi - vhurangaphanḓa ha zwa vhubindudzi ndi
kuhumbulele ku sedzaho kha tshiimiswa kha u shandukisa thaidzo dza vha zwikhala
zwine zwa sika ndeme ya ikonomi na ya matshilisano.
 culture – the culture within an organisation is a shared value system in that organisation.
 mvelele – mvelele ya nga ngomu ha tshiimiswa ndi sisiṱeme ya zwithu zwa ndeme zwi
kovhekanywaho kha tshiimiswa itsho.
 entrepreneurial culture – the entrepreneurial culture is the organisational environment
in which employees are motivated to innovate, create and take risks.
 mvelele ya vhubindudzi – mvelele ya vhubindudzi ndi vhupo ha tshiimiswa hune khaho
vhashumi vha ṱuṱuwedzwa u bveledza, u sika na u livhana na khohakhombo.
35
 individualism – individualism is self-orientation, an emphasis on self-sufficiency and
control, the pursuit of individual goals and a value system derived from a person’s own
accomplishments.
 vhuimawoga – vhuimawoga ndi u sedzazwau, khwaṱhisedzo ya u fushea hau na
ndango, u lwela zwipikwa zwa iwe muṋe na sisiṱeme ya zwithu zwa ndeme yo wanalaho
u bva kha zwe wa khunyeledza.
 collectivism – collectivism involves the subordination of one’s own personal interest to
the goals of the larger work group.
 vhuthihi – vhuthihi vhu katela vhutikedzi ha madzangalelo a iwe muṋe kha zwipikwa zwa
tshigwada tshihulwane.
 open-book management – open-book management is a style of management that
allows employees to know what the company spends money on.
 ndangulo ire khagala – ndangulo ire khagala ndi tshitaila tsha ndangulo tshine tsha
tendela vhashumi uri vha ḓivhe zwine khamphani ya shumisa khazwo masheleni.
 dominant logic – when research and development in new technology drives the
development of new products, we refer to this as dominant logic.
 thevhekano ya ndeme – musi ṱhoḓisiso na mveledzo kha thekhinoḽodzhi ntswa zwi tshi
bveledza mveledziso ya zwibveledzwa zwiswa, ri zwi amba sa thevhekano ya ndeme.
 strategic management – strategic management is the process of evaluation, planning,
and implementation designed to maintain or improve competitive advantage.
 ndangulo ya tshiṱirathedzhi – ndangulo ya tshiṱirathedzhi ndi maitele a u ela,
nzudzanyo, na tshumiso dzo itelwaho u londota kana u khwinisa zwivhuya zwa
muṱaṱisano.
 corporate strategy – the corporate strategy sets out the ultimate ambition of the
organisation and expresses a clear, overarching objective for the firm.
 tshiṱirathedzhi tsha vhubindudzi - tshiṱirathedzhi tsha vhubindudzi tshi sumbedza
lutamo lwa tshiimiswa na u bula zwi khagala, zwipikwa zwa ndeme zwa feme.
 technology-push – this refers to the situation in which research and development in new
technology drives the development of new products.
 tsutsumedzo ya thekhinoḽodzhi – hezwi zwi amba nyimele ine khayo ṱhoḓisiso ha
mveledziso kha thekhinoḽodzhi ntswa zwi bveledza mveledziso ya zwibveledzwa zwiswa.
 market-pull – this refers to a situation in which customers are often the source of the
new product idea, or at least their input is instrumental in the design and development of
the product.
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 u kunga maraga – hezwi zwi amba nyimele ine khayo vharengi kanzhi vha vha tshiko
tsha muhumbulo wa tshibveledzwa tshiswa, kana mihumbulo yavho ya vha ya ndeme
kha nyolo na mveledziso ya tshibveledzwa.
 adaptive organisation – an adaptive organisation is able to integrate new resources or
re-allocate existing ones as needed to solve business problems and fulfil needs as they
arise.
 tshiimiswa tshi shandukaho – tshiimiswa tshi shandukaho tshi a kona u ṱanganedza
zwishumiswa zwiswa kana u shandukisa mihumbulo ire hone sa zwine zwa ṱoḓea u
tandulula thaidzo dza bindu na u khunyeledza ṱhoḓea musi dzi tshi vha hone.
 entrepreneurial mindset – the entrepreneurial mindset is a set of skills that enable
people to identify and make the most of opportunities, overcome and learn from
setbacks, and succeed in a variety of settings.
 kuhumbulele kwa vhubindudzi – kuhumbulele kwa vhubindudzi ndi sethe ya zwikili ine
ya konisa vhathu u vhona na u shumisa khonadzeo tshoṱhe, u kunda na u guda u bva
kha masiandaitwa, na u bvelela kha nyimele dzo fhambanaho.
 entrepreneurial company – an entrepreneurial company or firm is a company or firm
that brings new products and services to the market by creating and seizing
opportunities.
 khamphani ya zwa vhubindudzi – khamphani ya zwa vhubindudzi kana feme ine ya
ḓisa zwibveledzwa zwiswa na tshumelo kha maraga nga u sika na u fhelisa zwikhala.
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Lenaneo la dikgopolo tše bohlokwa: Lenaneo la Tlhalošo MNE3702
 corporate entrepreneurship – corporate entrepreneurship is a process during which an
individual or a group of individuals, in association with an existing organisation, creates a
new organisation or brings about renewal or innovation within the organisation.
borakgwebo bja dikhamphani – borakgwebo bja dikhamphani ke tshepetšo yeo ka yona
motho goba sehlopha sa batho, ka tšhomišano le mokgatlo wo o lego gona, se hlolago
mokgatlo wo moswa goba se tlišago mpshafatšo goba boitlhamelo ka gare ga mokgatlo.
 organisational life cycle (OLC) – the organisational life cycle is a model that proposes that
businesses, over time, progress through a fairly predictable sequence of developmental
stages.
modikologo wa bophelo bja mokgatlo (OLC) – modikologo wa bophelo bja mokgatlo ke
mmotlolo wo o šišinyago gore dikgwebo, ge nako e dutše e sepela, di tšwela pele ka
tatelano yeo e ka bolelelwago pele ka toka ya dikgato tsa tlhabollo.
 entrepreneurial process – the entrepreneurial process entails identifying an opportunity,
developing a business plan, assessing the need for resources, and finally developing a
management programme designed to achieve success.
tshepetšo ya kgwebo – tshepetšo ya kgwebo e akaretša go šupa monyetla, go hlama
leano la kgwebo, go sekaseka tlhokego ya methopo, gomme mafelelong go hlama lenaneo
la taolo leo le hlamilwego go fihlelela katlego.
 venture team – a venture team is the group of founders, key employees, and advisers that
move a new venture from being an idea to being a fully functioning firm.
sehlopha sa kgwebo – sehlopha sa kgwebo ke sehlopha sa bathomi, bašomi ba bohlokwa,
le baeletši bao ba šuthišago kgwebo ye mpsha go tšwa mo go beng kgopolo go e iša mo go
beng feme ye e šomago ka botlalo.
 venture divisions – venture divisions are an important organisational innovation to facilitate
corporate entrepreneurship.
dikarolwana tša kgwebo – dikarolwana tša kgwebo ke boitlhamelo bjo bohlokwa bja
mokgatlo go nolofatša borakgwebo bja dikhamphani.
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 entrepreneurial intensity – this is a combination of the frequency with which
entrepreneurial acts are undertaken and the degree of entrepreneurship displayed within a
given organisation.
 bogale bja kgwebo – ye ke kopanyo ya kgafetšakgafetša yeo ditiro tša kgwebo di dirwago
ka yona le tekanyo ya kgwebo yeo e bontšhwago ka gare ga mokgatlo wo o filwego.
 entrepreneurial grid – an entrepreneurial grid is presented with the degree and frequency
of entrepreneurship on the axes.
keriti ya kgwebo – keriti ya kgwebo e tšweletšwa ka tekanyo le kgafetšakgafetša ya
borakgwebo godimo ga diase.
 proactiveness – proactiveness is the propensity of human agents to take action in the face
of external constraints. Proactive entrepreneurs are action-oriented entrepreneurs.
go ba le mafolofolo – go ba le mafolofolo ke tshekamelo ya baemedi ba batho go tšea
magato ge ba lebane le dithibelo tša ka ntle. Borakgwebo ba mafolofolo ke borakgwebo bao
ba lebanego le tiro.
 risk taking – risk taking entails taking bold actions by venturing into the unknown, borrowing
heavily and/or committing significant resources to ventures in uncertain environments.
go ipea kotsing – go ipea kotsing go akaretša go ba le sebete sa go tšea magato ka go
tsenela dilo tšeo di sa tsebjego, go adima kudu le/goba go itlama ka methopo ye bohlokwa
go dikgwebo ka tikologong yeo e sa kgonthišegego.
 innovativeness – innovativeness is a quality that an organisation demonstrates when it
introduces new products, processes and technologies to improve performance.
boitlhamelo – boitlhamelo ke boleng bjoo mokgatlo o bo bontšhago ge o tsebagatša
ditšweletšwa tše mpsha, ditshepetšo le ditheknolotši go kaonafatša tshepedišo.
 corporate venturing – corporate venturing is the creation of new ventures by large
established companies, inside the organisation or outside, through various financing models
and developmental strategies.
go tsenela kgwebo – go tsenela dikhamphani ke tlholo ya dikgwebo tše mpsha ke
dikhamphani tše kgolo tše di hlomilwego, ka gare ga mokgatlo goba ka ntle, ka dika tša go
fapafapana tša ditšhelete le maano a tlhabollo.
39
 corporate venture capital (CVC) – corporate venture capital is an equity investment in
independent entrepreneurial ventures by incumbent firms.
 khapetlele ya kgwebo ya dikhamphani (CVC) – khapetlele ya kgwebo ya dikhamphani ke
peeletšo ya tekatekano ka dikgwebong tše di ikemetšego tša kgwebo ke difeme tše di lego
gona.
 strategic entrepreneurship (SE) – strategic entrepreneurship consists of organisationally
consequential innovations within existing firms that involve the combination or integration of
opportunity- and advantage-seeking behaviours.
borakgwebo bja maano (SE) – borakgwebo bja maano bo na le dilo tše mpsha tšeo di
nago le ditlamorago tša mokgatlo ka gare ga difeme tše di lego gona tšeo di akaretšago
kopanyo goba kopanyo ya maitshwaro a go nyaka menyetla le mehola.
 business model – the business model is the plan a business has for making money.
mmotlolo wa kgwebo – mohlala wa kgwebo ke leano leo kgwebo e nago le lona la go dira
tšhelete.
 open innovation model – open innovation is a business management model for innovation
that promotes collaboration with people and organisations outside the company.
mmotlolo wa boitlhamelo bjo bo bulegilego – boitlhamelo bjo bo bulegilego ke mmotlolo
wa taolo ya kgwebo ya boitlhamelo wo o tšwetšago pele tirišano le batho le mekgatlo ka ntle
ga khamphani.
 creativity – creativity is the ability to generate or recognise ideas, alternatives, or
possibilities that may be useful in solving problems, communicating with others, and
entertaining ourselves and others.
boitlhamelo – boitlhamelo ke bokgoni bja go tšweletša goba go lemoga dikgopolo, mekgwa
ye mengwe, goba dikgonagalo tšeo di ka bago le mohola go rarolla mathata, go boledišana
le ba bangwe, le go ithabiša le ba bangwe.
 human capital – human capital includes assets such as education, training, intelligence,
skills, health, and other things that employers value.
khapetlele ya batho – khapetlele ya batho e akaretša dithoto tša go swana le thuto, tlhahlo,
bohlale, bokgoni, maphelo, le dilo tše dingwe tšeo bengmešomo ba di tšeelago godimo.
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MNE3702/101/3/2024
 job design – the job design is the way that a set of tasks, or an entire job, is organised. The
job design helps to determine what tasks are done, how the tasks are done, and how many
tasks are done.
tlhamo ya mošomo – tlhamo ya mošomo ke tsela yeo sete ya mešomo, goba mošomo ka
moka, yeo e rulagantšwego ka yona. Tlhamo ya mošomo e thuša go bona gore ke mešomo
efe yeo e dirwago, ka moo mešomo e dirwago ka gona le gore ke mešomo ye mekae yeo e
dirwago.
 creative abrasion – creative abrasion is the intellectual friction that hones ideas into their
most perfect versions through robust debate about diverse perspectives.
kgohlano ya boitlhamelo – go gohlana ga boitlhamelo ke kgohlano ya tlhaologanyo yeo e
loutšago dikgopolo go ba diphetolelo tša tšona tše di phethagetšego kudu ka ngangišano ye
e tiilego ka ga dipono tše di fapanego.
 entrepreneurial structure – entrepreneurial or organisational structure is the arrangement
of workflow, communication, and authority relationships within an organisation.
sebopego sa kgwebo – sebopego sa kgwebo goba sa mokgatlo ke peakanyo ya
tshepedišo ya mošomo, kgokagano, le dikamano tša taolo ka gare ga mokgatlo.
 corporate innovators – corporate innovators adopt out-of-the-box thinking as a strategy
within a business.
bahlami ba dikhamphani – bahlami ba dikhamphani ba amogela go nagana ka ntle ga
lepokisi bjalo ka leano ka gare ga kgwebo.
 entrepreneurial activity – entrepreneurial activity consists of enterprising human activity,
the utilisation of innovative capabilities and the creation of value.
mošomo wa kgwebo – mošomo wa kgwebo o na le mošomo wa batho wa kgwebo,
tšhomišo ya bokgoni bja boitlhamelo le tlholo ya boleng.
 entrepreneurial health audit – the entrepreneurial health audit is an organisational tool
used to assess a firm's entrepreneurial intensity.
tlhahlobo ya maphelo a kgwebo – tlhahlobo ya maphelo a kgwebo ke sedirišwa sa
mokgatlo seo se šomišwago go sekaseka bogale bja kgwebo bja feme.
41
 strategic leadership – strategic leadership is the ability to persuade others to voluntarily
follow the entrepreneur’s vision or buy in to the business idea.
boetapele bja maano – boetapele bja maano ke bokgoni bja go hlohleletša ba bangwe go
latela pono ya rakgwebo ka boithaopo goba go reka kgopolong ya kgwebo.
 entrepreneurial leadership – entrepreneurial leadership is a mindset that focuses
organisations on turning problems into opportunities that create economic and social value.
boetapele bja kgwebo – boetapele bja kgwebo ke kgopolo yeo e tsepeletšego mekgatlo go
fetoša mathata go ba menyetla yeo e hlolago boleng bja ekonomi le bja leago.
 culture – the culture within an organisation is a shared value system in that organisation.
setšo – setšo ka gare ga mokgatlo ke mokgwa wa boleng bjo bo abelanwago mo
mokgatlong woo.
 entrepreneurial culture – the entrepreneurial culture is the organisational environment in
which employees are motivated to innovate, create and take risks
setšo sa kgwebo – setšo sa kgwebo ke tikologo ya mokgatlo yeo go yona bašomi ba
hlohleletšwago go hlama dilo tše mpsha, go hlama le go ipea kotsing.
 individualism – individualism is self-orientation, an emphasis on self-sufficiency and control,
the pursuit of individual goals and a value system derived from a person’s own
accomplishments.
boikgethelo bja motho ka noši – boikgethelo bja motho ka noši ke go ikgetha, kgatelelo ya
go ikemela le taolo, go phegelela dinepo tša motho ka noši le mokgwa wa boleng yeo e
tšwago go diphihlelelo tša motho ka noši.
 collectivism – collectivism involves the subordination of one’s own personal interest to the
goals of the larger work group.
popano – popano e akaretša go bea kgahlego ya motho ka noši ka fase ga dinepo tša
sehlopha se segolo sa mošomo.
 open-book management – open-book management is a style of management that allows
employees to know what the company spends money on.
taolo ya puku ye e bulegilego – taolo ya puku ye e bulegilego ke mokgwa wa taolo wo o
dumelelago bašomi go tseba gore khamphani e šomiša tšhelete go eng.
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MNE3702/101/3/2024
 dominant logic – when research and development in new technology drives the
development of new products, we refer to this as dominant logic.
kwešišo ye e bušago – ge nyakišišo le tlhabollo ka theknolotšing ye mpsha di sepetša
tlhabollo ya ditšweletšwa tše mpsha, re bitša se bjalo ka kwešišo ye e bušago.
 strategic management – strategic management is the process of evaluation, planning, and
implementation designed to maintain or improve competitive advantage.
taolo ya maano – taolo ya maano ke tshepetšo ya kelo, peakanyo, le phethagatšo yeo e
hlamilwego go hlokomela goba go kaonafatša mohola wa phadišano.
 corporate strategy – the corporate strategy sets out the ultimate ambition of the
organisation and expresses a clear, overarching objective for the firm.
leano la kgwebo – leano la kgwebo le beakanya maikemišetšo a mafelelo a mokgatlo
gomme le hlagiša nepo ye e kwagalago, ye e akaretšago ya feme.
 technology-push – this refers to the situation in which research and development in new
technology drives the development of new products.
go kgorometšo-theknolotši – se se šupa seemo seo go sona nyakišišo le tlhabollo ka
theknolotšing ye mpsha di sepetšago tlhabollo ya ditšweletšwa tše mpsha.
 market-pull – this refers to a situation in which customers are often the source of the new
product idea, or at least their input is instrumental in the design and development of the
product.
go goga-mmaraka – se se šupa seemo seo go sona bareki gantši e lego mothopo wa
kgopolo ye mpsha ya setšweletšwa, goba bonnyane tsenyo ya bona e na le seabe se
segolo mo go hlameng le tlhabollong ya setšweletšwa.
 adaptive organisation – an adaptive organisation is able to integrate new resources or reallocate existing ones as needed to solve business problems and fulfil needs as they arise.
mokgatlo wa go fetoga – mokgatlo wa go fetoga o kgona go kopanya methopo ye meswa
goba go aba gape ye e lego gona ka moo go nyakegago go rarolla mathata a kgwebo le go
phethagatša dinyakwa ge a tšwelela.
43
 entrepreneurial mindset – the entrepreneurial mindset is a set of skills that enable people
to identify and make the most of opportunities, overcome and learn from setbacks, and
succeed in a variety of settings.
kgopolo ya kgwebo – kgopolo ya kgwebo ke sete ya mabokgoni ao a kgontšhago batho go
šupa le go šomiša menyetla ka botlalo, go fenya le go ithuta go tšwa go ditšhitišo, le go
atlega maemong a go fapafapana.
 entrepreneurial company – an entrepreneurial company or firm is a company or firm that
brings new products and services to the market by creating and seizing opportunities.
khamphani ya kgwebo – khamphani ya kgwebo goba feme ke khamphani goba feme yeo e
tlišago ditšweletšwa le ditirelo tše mpsha mmarakeng ka go hlola le go thopa dibaka.
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MNE3702/101/3/2024
List of key concepts: Glossary List MNE3702
Lenane la mareo a bohlokwa MNE3702
 corporate entrepreneurship – corporate entrepreneurship is a process during which an
individual or a group of individuals, in association with an existing organisation, creates a
new organisation or brings about renewal or innovation within the organisation.

boitshwaro ba kgwebo ka hara mekgatlo -boitshwaro ba kgwebo ka hara
mekgatlo ke tshebetso eo ka yona motho kapa sehlopha sa batho, ka kopanelo le
mokgatlo o seng o le teng, ba thehang mokgatlo o motjha kapa ba tlisa ntjhafatso
kapa boiqapelo ka hara mokgatlo.
 organisational life cycle (OLC) – the organisational life cycle is a model that proposes
that businesses, over time, progress through a fairly predictable sequence of
developmental stages.

sedikadikwe sa bophelo ba mokgatlo (OLC) – sedikadikwe sa
bophelo ba mokgatlo ke motlolo o sisinyang hore dikgwebo, ha nako
e ntse eya, di hatele pele ka tatelano eo e lemohehang ka mehato
ya ntshetsopele.
 entrepreneurial process – the entrepreneurial process entails identifying an opportunity,
developing a business plan, assessing the need for resources, and finally developing a
management programme designed to achieve success.

tshebetso ya borakgwebo - tshebetso ya borakgwebo e kenyelletsa
ho hlwaya monyetla, ho theha moralo wa kgwebo, ho lekola tlhokeho
ya disebediswa, mme qetellong ho etswa lenaneo la taolo le
reretsweng ho fihlela katleho.
 venture team – a venture team is the group of founders, key employees, and advisers
that move a new venture from being an idea to being a fully functioning firm.

sehlopha sa ho itekela - sehlopha sa ho itekela ke sehlopha sa
bathehi, basebetsi ba bohlokwa, le baeletsi ba tlosang kgwebo e
ntjha ho tloha ho mohopolo ho ya ho feme e sebetsang ka botlalo.
 venture divisions – venture divisions are an important organisational innovation to
facilitate corporate entrepreneurship.
45

dikarohano tsa ho itekela - dikarohano tsa ho itekela ke
boiqapelo ba bohlokwa ba mokgatlo ho thusa kgwebo ho ntshetsapele
dikgwebo tse ntjha.
 entrepreneurial intensity – this is a combination of the frequency with which
entrepreneurial acts are undertaken and the degree of entrepreneurship displayed within
a given organisation.

matla a kgwebo - sena ke motswako wa makgetlo ao diketso tsa
kgwebo di etswang ka ona le tekanyo ya kgwebo e bontshang ka hara
mokgatlo o itseng.
 entrepreneurial grid – an entrepreneurial grid is presented with the degree and
frequency of entrepreneurship on the axes.

keriti ya kgwebo – keriti ya kgwebo e hlahiswa ka tekanyo le
makgetlo a kgwebo ka mola o tshwayang ditekanyo.
 proactiveness – proactiveness is the propensity of human agents to take action in the
face of external constraints. Proactive entrepreneurs are action-oriented entrepreneurs.

ho rera le ho lokisetsa mesebetsi e tlang- ho rera le ho
lokisetsa mesebetsi e tlang ke tshekamelo ya mahlahana a batho ho
nka kgato ho sa tsotellehe mathata a ka ntle. Borakgwebo ba
tjhesehang ke borakgwebo ba sekametseng diketsong.
 risk taking – risk taking entails taking bold actions by venturing into the unknown,
borrowing heavily and/or committing significant resources to ventures in uncertain
environments.

ho ipeha kotsing - ho ipeha kotsing ho kopanyelletsa ho nka
kgato ka sebete ka ho ya sebakeng se sa tsejweng, ho kadima
tjhelete e ngata le/kapa ho itlama ka disebediswa tsa bohlokwa ho
itekela mesebetsi e sa tsitsang.
 innovativeness – innovativeness is a quality that an organisation demonstrates when it
introduces new products, processes and technologies to improve performance.

boiqapelo – boiqapelo ke boleng boo mokgatlo o bo bontshang ha o
hlahisa dihlahiswa tse ntjha, ditshebetso le dithekenoloji ho
ntlafatsa tshebetso.
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MNE3702/101/3/2024
 corporate venturing – corporate venturing is the creation of new ventures by large
established companies, inside the organisation or outside, through various financing
models and developmental strategies.

dikhamphani tse kgolo tse tsetelang le ho tshehetsa borakgwebo ke ho theha dikwebo tse ntjha ke dikhamphani tse kgolo tse
itlhommeng pele, ka hare ho mokgatlo kapa kantle, ka mekgwa e
fapaneng ya dtjhelete le maano a ntshetsopele.
 corporate venture capital (CVC) – corporate venture capital is an equity investment in
independent entrepreneurial ventures by incumbent firms.

matsete a kgwebo dikhamphaning tse qalang kantle(CVC) - Matsete
a kgwebo dikhamphaning tse qalang kantle ke letsete la tekatekano
dikgwebong tse ikemetseng tse entsweng ke difeme tse ntseng di le
teng.
 strategic
entrepreneurship
(SE)
–
strategic
entrepreneurship
consists
of
organisationally consequential innovations within existing firms that involve the
combination or integration of opportunity- and advantage-seeking behaviours.

dikgwebo tsa maano (SE) – dikgwebo tsa maano di na le
dintlafatso tse amanang le mokgatlo ka hara difeme tse seng di
ntse di le teng tse kenyelletsang ho kopanya mekgwa ya ho batla
menyetla le mekgwa e metle.
 business model – the business model is the plan a business has for making money.

motlolo wa kgwebo - motlolo wa kgwebo ke moralo oo kgwebo e nang
le oona wa ho etsa tjhelete.
 open innovation model – open innovation is a business management model for
innovation that promotes collaboration with people and organisations outside the
company.

motlolo o bulehileng wa boqapi – boqapi bo e bulehileng ke
motlolo wa tsamaiso ya kgwebo bakeng sa boqapi bo kgothaletsang
tshebedisanommoho le batho le mekgatlo e kantle ho khamphani.
47
 creativity – creativity is the ability to generate or recognise ideas, alternatives, or
possibilities that may be useful in solving problems, communicating with others, and
entertaining ourselves and others.

boiqapelo - boiqapelo ke bokgoni ba ho hlahisa kapa ho lemoha
mehopolo, mekgwa e meng, kapa menyetla e ka bang molemo ho rarolla
mathata, ho buisana le ba bang, le ho ithabisa le ba bang.
 human capital – human capital includes assets such as education, training, intelligence,
skills, health, and other things that employers value.

ditsebo tseo batho ba nang le tsona - ditsebo tseo batho ba nang
le tsona di kenyeletsa thepa e kang thuto, kwetliso, bohlale,
ditsebo, bophelo bo botle le dintho tse ding tseo bahiri ba di
nkang e le tsa bohlokwa.
 job design – the job design is the way that a set of tasks, or an entire job, is organised.
The job design helps to determine what tasks are done, how the tasks are done, and how
many tasks are done.


moralo wa mosebetsi - moralo wa mosebetsi ke tsela eo sehlopha
sa mesebetsi, kapa mosebetsi oohle, o hlophisitsweng. Moralo wa
mosebetsi o thusa ho fumana hore na ke mesebetsi efe e etswang,
hore na mesebetsi e etswa jwang, le hore na ho etswa mesebetsi e
mekae.
creative abrasion – creative abrasion is the intellectual friction that hones ideas into their
most perfect versions through robust debate about diverse perspectives.

thulano e hahang e hahilweng mokgatlong ka moralo - thulano e
hahang e hahilweng mokgatlong ka moralo ke dikgohlano tsa kelello
tse tjhorisang mehopolo diphetolelong tsa yona tse phethahetseng
ka phehisano e matla mabapi le maikutlo a fapaneng.
 entrepreneurial structure – entrepreneurial or organisational structure is the
arrangement of workflow, communication, and authority relationships within an
organisation.

48
sebopeho sa kgwebo - sebopeho sa kgwebo kapa mokgatlo ke
tlhophiso ya tshubuhlellano ya mosebetsi, puisano, le dikamano tsa
bolaodi ka hara mokgatlo.
MNE3702/101/3/2024
 corporate innovators – corporate innovators adopt out-of-the-box thinking as a strategy
within a business.

baqapi ba dikgwebo - baqapi ba dikgwebo ba nka monahano o kantle
ho lebokose e le leano ka hara kgwebo.
 entrepreneurial activity – entrepreneurial activity consists of enterprising human
activity, the utilisation of innovative capabilities and the creation of value.

tshebetso ya borakgwebo - tshebetso ya borakgwebo e na le
tshebetso ya boithaopo ya batho, tshebediso ya bokgoni ba
boiqapelo le ho theha boleng.
 entrepreneurial health audit – the entrepreneurial health audit is an organisational tool
used to assess a firm's entrepreneurial intensity.

tlhatlhobo ya bophelo bo botle ba kgwebo - tlhahlobo ya bophelo
bo botle ba kgwebo ke sesebediswa sa mokgatlo se sebedisetswang
ho lekola matla a kgwebo a feme.
 strategic leadership – strategic leadership is the ability to persuade others to voluntarily
follow the entrepreneur’s vision or buy in to the business idea.

boetapele ba maano - boetapele ba maano ke bokgoni ba ho
susumetsa ba bang ho latela tjhebelopele ya mohwebi ka boithatelo
kapa ho amohela mohopolo wa kgwebo.
 entrepreneurial leadership – entrepreneurial leadership is a mindset that focuses
organisations on turning problems into opportunities that create economic and social
value.

boetapele ba dikgwebo - boetapele ba kgwebo ke mohopolo o
tsepamisitseng mekgatlo ho fetola mathata menyetla e hlahisang
boleng ba moruo le setjhabeng.
 culture – the culture within an organisation is a shared value system in that organisation.

setso – setso ka hare ho mokgatlo ke tsamaiso ya boleng bo
kopanetsweng mokgatlong oo.
 entrepreneurial culture – the entrepreneurial culture is the organisational environment
in which employees are motivated to innovate, create and take risks.
49

setso sa kgwebo - setso sa kgwebo ke tikoloho ya mokgatlo eo
basebetsi ba susumelletsehang ho iqapela, ho theha le ho ipeha
kotsing.
 individualism – individualism is self-orientation, an emphasis on self-sufficiency and
control, the pursuit of individual goals and a value system derived from a person’s own
accomplishments.

boinotshing - boinotshing ke ho ikemela, ho toboketsa ho
ikgotsofatsa le ho laola, ho phehella dipakane tsa motho ka mong
le tsamaiso ya boleng e nkilweng ho seo motho a se finyeletseng.
 collectivism – collectivism involves the subordination of one’s own personal interest to
the goals of the larger work group.

kopanelo - kopanelo e kenyelletsa ho ipeha tlasa dithahasello
tsa motho ho fihlela sepheo sa sehlopha se seholo sa mosebetsi.
 open-book management – open-book management is a style of management that
allows employees to know what the company spends money on.

tsamaiso ya dibuka tse bulehileng - taolo ya dibuka tse
bulehileng ke mokgwa wa tsamaiso o dumellang basebetsi ho tseba
hore na khamphani e sebedisa tjhelete ho eng.
 dominant logic – when research and development in new technology drives the
development of new products, we refer to this as dominant logic.

mohopolo o ka sehloohong - ha dipatlisiso le ntshetsopele ya
theknoloji e ntjha e susumetsa ntshetsopele ya dihlahiswa tse
ntjha, re bua ka sena e le mohopolo o ka sehloohong.
 strategic management – strategic management is the process of evaluation, planning,
and implementation designed to maintain or improve competitive advantage.

taolo ya leano - taolo ya leano ke mokgwa wa tlhahlobo, moralo
le tshebetsong o etseditsweng ho boloka kapa ho ntlafatsa
monyetla wa tlhodisano.
 corporate strategy – the corporate strategy sets out the ultimate ambition of the
organisation and expresses a clear, overarching objective for the firm.
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MNE3702/101/3/2024

leano la kgwebo le hlalosang maikemisetso a khamphani – ke
leano totobatsang tabatabelo ya mantlha ya mokgatlo le ho
hlahisa sepheo se hlakileng, se akaretsang sa feme.
 technology-push – this refers to the situation in which research and development in new
technology drives the development of new products.

theknoloji e ntjha e kganna ntshetsopele ya dihlahiswa tse
ntjha- sena se bolela boemo boo ho bona dipatlisiso le
ntshetsopele ya theknoloji e ntjha e tsamaisang tlhahiso ya
dihlahiswa tse ntjha.
 market-pull – this refers to a situation in which customers are often the source of the
new product idea, or at least their input is instrumental in the design and development of
the product.

maraka o hloka sehlahiswa - sena se bolela boemo boo ho bona
bareki hangata e leng mohlodi wa mohopolo o motjha wa sehlahiswa,
kapa bonyane tlhahiso ya bona e thusa haholo moralong le
ntshetsopele ya sehlahiswa.
 adaptive organisation – an adaptive organisation is able to integrate new resources or
re-allocate existing ones as needed to solve business problems and fulfil needs as they
arise.

mokhatlo o ikamahanyang le maemo - mokgatlo o ikamahanyang le maemo o
kgona ho kopanya disebediswa tse ntjha kapa ho abela tse seng di ntse di le teng
kamoo ho hlokahalang ho rarolla mathata a kgwebo le ho phethahatsa ditlhoko ha
di hlaha.
 entrepreneurial mindset – the entrepreneurial mindset is a set of skills that enable
people to identify and make the most of opportunities, overcome and learn from
setbacks, and succeed in a variety of settings.

mohopolo wa borakgwebo - mohopolo wa borakgwebo ke sehlopha sa
ditsebo tse nolofalletsang batho ho tseba le ho sebedisa menyetla
51
ka botlalo, ho hlola le ho ithuta ho tswa ditshitisong, le ho
atleha maemong a fapaneng.
 entrepreneurial company – an entrepreneurial company or firm is a company or firm
that brings new products and services to the market by creating and seizing
opportunities.

52
khamphani ya borakgwebo - khamphani kapa feme ke khamphani kapa
feme e tlisang dihlahiswa le ditshebeletso tse ntjha mmarakeng ka
ho theha le ho nka menyetla.