Elite Academic Institute 068 053 8213 /0717 513 144/ 061 262 1185
ademic In
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Educating the world for a better change
,Elite Academic Institute 068 053 8213 /0717 513 144/ 061 262 1185
WARNING: PLEASE NOTE THAT PLAGIARISM IS A SERIOUS ACADEMIC
OFFENSE, therefore, the documents provided here including past assignments, tests
and notes are intended SOLELY for educational purposes and as a guide to help
students understand academic concepts and improve their writing skills. These
materials should not be submitted as final work, as doing so may constitute academic
dishonesty. Students are encouraged to use them as reference points, develop their
own understanding and produce original work that reflects their knowledge and critical
thinking. Students are also encouraged to regenerate their own (personalized)
solutions paying particular attention to module contents as prescribed by module
facilitators, lecturers and supervisors. If this document is plagiarized by the users and
fails, ELITE ACADEMIC INSTITUTE should not be rendered accountable since the
contents in this document only give learners a kick-start on what is expected of them
from their areas of specialty.
CAUTION: STUDENTS ARE NOT MANDATED TO USE ALL THE INFORMATION IN
THIS DOCUMENT IN WRITING THEIR ASSIGNMENT
Educating the world for a better change
, Elite Academic Institute 068 053 8213 /0717 513 144/ 061 262 1185
Question 1: Assess how SAB demonstrates entrepreneurial intensity across its
operations and evaluate whether this intensity is sustainable within AB InBev (12
marks)
1.1 Introduction
Corporate entrepreneurship enables established organisations to pursue innovation,
renewal and new opportunities while operating within existing organisational structures.
Sambo (2018) identifies innovativeness, risk-taking and proactiveness as the three
fundamental dimensions of entrepreneurship, while entrepreneurial intensity combines
the degree and frequency of entrepreneurial activity within an organisation. SAB provides
a useful example because its entrepreneurial activities extend beyond product innovation
to include technological innovation, environmental initiatives, social entrepreneurship and
market development. The case indicates that SAB has institutionalised entrepreneurship
rather than leaving it dependent on isolated entrepreneurial individuals, with senior
managers actively driving experimentation and change. Its entrepreneurial intensity can
therefore be assessed by examining the degree and frequency with which
innovativeness, risk-taking and proactiveness are demonstrated across its operations.
The analysis also needs to consider whether such entrepreneurial behaviour can remain
viable within the governance, scale and strategic requirements of the global AB InBev
organisation.
1.2 Understanding Entrepreneurial Intensity
Chiloane-Tsoka and Rankhumise (2019) define entrepreneurial intensity as the
combination of the degree of entrepreneurship and the frequency of entrepreneurial
events within an organisation. The degree of entrepreneurship concerns how innovative,
risky and proactive particular entrepreneurial events are, whereas frequency refers to how
often such events occur over a particular period (Morris, Kuratko & Covin, 2011). Sambo
(2018) further explains that organisations producing numerous entrepreneurial events
that are highly innovative, risky and proactive can be positioned in the revolutionary
segment of the entrepreneurial grid, representing a high level of entrepreneurial intensity.
Importantly, entrepreneurial intensity should therefore not be determined simply by
identifying one successful innovation; rather, the organisation must demonstrate repeated
Educating the world for a better change
ademic In
Ac sti
te
tu
Eli
te
W
er
de
a
h
eG M
raduates Ar e
Educating the world for a better change
,Elite Academic Institute 068 053 8213 /0717 513 144/ 061 262 1185
WARNING: PLEASE NOTE THAT PLAGIARISM IS A SERIOUS ACADEMIC
OFFENSE, therefore, the documents provided here including past assignments, tests
and notes are intended SOLELY for educational purposes and as a guide to help
students understand academic concepts and improve their writing skills. These
materials should not be submitted as final work, as doing so may constitute academic
dishonesty. Students are encouraged to use them as reference points, develop their
own understanding and produce original work that reflects their knowledge and critical
thinking. Students are also encouraged to regenerate their own (personalized)
solutions paying particular attention to module contents as prescribed by module
facilitators, lecturers and supervisors. If this document is plagiarized by the users and
fails, ELITE ACADEMIC INSTITUTE should not be rendered accountable since the
contents in this document only give learners a kick-start on what is expected of them
from their areas of specialty.
CAUTION: STUDENTS ARE NOT MANDATED TO USE ALL THE INFORMATION IN
THIS DOCUMENT IN WRITING THEIR ASSIGNMENT
Educating the world for a better change
, Elite Academic Institute 068 053 8213 /0717 513 144/ 061 262 1185
Question 1: Assess how SAB demonstrates entrepreneurial intensity across its
operations and evaluate whether this intensity is sustainable within AB InBev (12
marks)
1.1 Introduction
Corporate entrepreneurship enables established organisations to pursue innovation,
renewal and new opportunities while operating within existing organisational structures.
Sambo (2018) identifies innovativeness, risk-taking and proactiveness as the three
fundamental dimensions of entrepreneurship, while entrepreneurial intensity combines
the degree and frequency of entrepreneurial activity within an organisation. SAB provides
a useful example because its entrepreneurial activities extend beyond product innovation
to include technological innovation, environmental initiatives, social entrepreneurship and
market development. The case indicates that SAB has institutionalised entrepreneurship
rather than leaving it dependent on isolated entrepreneurial individuals, with senior
managers actively driving experimentation and change. Its entrepreneurial intensity can
therefore be assessed by examining the degree and frequency with which
innovativeness, risk-taking and proactiveness are demonstrated across its operations.
The analysis also needs to consider whether such entrepreneurial behaviour can remain
viable within the governance, scale and strategic requirements of the global AB InBev
organisation.
1.2 Understanding Entrepreneurial Intensity
Chiloane-Tsoka and Rankhumise (2019) define entrepreneurial intensity as the
combination of the degree of entrepreneurship and the frequency of entrepreneurial
events within an organisation. The degree of entrepreneurship concerns how innovative,
risky and proactive particular entrepreneurial events are, whereas frequency refers to how
often such events occur over a particular period (Morris, Kuratko & Covin, 2011). Sambo
(2018) further explains that organisations producing numerous entrepreneurial events
that are highly innovative, risky and proactive can be positioned in the revolutionary
segment of the entrepreneurial grid, representing a high level of entrepreneurial intensity.
Importantly, entrepreneurial intensity should therefore not be determined simply by
identifying one successful innovation; rather, the organisation must demonstrate repeated
Educating the world for a better change
