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Ÿ Management to develop organisational structures that will enable the employees in the public sector to develop and exercise their entrepreneurial drive.
Ÿ Management to develop organisational strategies that supports corporate entrepreneurship as part of the corporate strategy.
Ÿ Management to make time available for corporate entrepreneurship activities within their organisation.
Ÿ Management to encourage entrepreneurial culture within the public sector organisations, a culture that encourages innovation and corporate entrepreneurship.
Ÿ Management to avoid harsh criticism and punishment if there is failure or mistakes.
Ÿ Public sector organisations to find more creative ways to introduce competition and the corresponding incentives for greater efficiency and greater responsiveness to public needs.
Ÿ Public sector organisations to involve South African citizens and communities in ownership and control of services so that people can feel that they also own public assets.
Ÿ Public sector organisations to search for non-tax revenues, develop creative user-free structures, rent out unused and underutilised resources, and generate revenues from public assets.
Ÿ Public sector organisations to focus on participatory management, flatten organisational structures, empower and reward champions and to have more broadly defined job autonomy (decentralisation).
Ÿ Public sector organisations to consider working with private sector and non-profit organisations to come up with solutions to social problems and to share resources.
Ÿ Public sector organisations to consider breaking protocols and amend service delivery models in order to deliver better quality services that will meet the needs of the public.
Ÿ Public sector organisations to make all public sector departments to be “boundary-less” organisations so as to eliminate barriers that slow things down and create resistance to change.
LIMITATIONS OF THE STUDY
Ÿ The findings of this study may not be generalised to other regions or the total public sector in South Africa, as the study was conducted only at National Head Office of one of the South African public sector organisations, yet the findings can be used to address the issue of corporate entrepreneurship in the public sector. The fact that only 56% managers participated in the study is another reason why the findings may not be generalised to other regions.
Ÿ Data was only collected for a period of three weeks at the National Head Office. This made it impossible to distribute and collect the questionnaires to and from all the managers.
Ÿ There were difficulties with the measuring instrument (CEAI) as the construct on time availability was unable to be analysed on its own, hence the questions under that constructs were analysed individually. This manner of questioning might have negatively influenced the results of this study.
CORPORATE ENTREPRENEURSHIP IN THE PUBLIC SECTOR 115