Browsing by Author "Hough, Johan"

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    Creating corporate entrepreneurship through strategic leadership
    (Journal of Global Strategic Management, 2008-06) Hough, Johan; Scheepers, Retha
    Strategy is not what it used to be. To compete effectively, large businesses must respond quickly, creatively and innovatively to develop an entrepreneurial environment to assist this response. Strategic leadership is crucial to develop the organizational environment needed to increase the entrepreneurial orientation in established businesses. The purpose of this article is to determine if the salient organizational factors that aid in the development of the corporate entrepreneurship (CE) capability are applicable in the South African context. A cross sectional telephone SUIVey of 315 South African companies indicated that strategic leadership of an enteiprise is crucial to develop and support CE. Strategic leadership which encourages autonomy and provides rewards for entrepreneurial behaviour creates a supportive organizational structure to strengthen corporate entrepreneurship.
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    Nature of the relationship between strategic leadership, operational strategy and organisational performance
    (AOSIS, 2011-12-06) Serfontein, Kobus; Hough, Johan
    Since the mid-1980s a growing body of leadership research has focused on strategic leadership, in contrast to managerial and visionary leadership. It focused on how top leadership makes decisions in the short term that guarantees the long-term viability of the organisation. The best performing organisations are consciously strategic in their leadership planning. These top leaders also have the ability to align human resources in an effective way directly to the business strategy. This article identifies some of the direct and indirect pathways in which strategic leadership influences the operational strategy and performance of business organisations in South Africa. This research pinpointed theoretical and substantively meaningful endogenous organisational capabilities that mediated this relationship and exogenous organisational factors that moderated this relationship.