Original Research

Building Blocks Of Innovation Within A State-Owned Enterprise (Part Two)

Betsie van Zyl, Gert Roodt, Johan Coetzee
SA Journal of Human Resource Management | Vol 3, No 2 | a62 | DOI: https://doi.org/10.4102/sajhrm.v3i2.62 | © 2005 Betsie van Zyl, Gert Roodt, Johan Coetzee | This work is licensed under CC Attribution 4.0
Submitted: 05 November 2005 | Published: 05 November 2005

About the author(s)

Betsie van Zyl, University of Johannesburg, South Africa
Gert Roodt, University of Johannesburg, South Africa
Johan Coetzee, University of Johannesburg, South Africa

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In this article (the second part of a two-part study) the focus is on establishing a theoretical framework of state owned enterprise (SOE) managers’ espoused theory of building blocks of innovation. A qualitative approach, namely Grounded Theory, supported by Theoretical Sampling, was applied in generating the primary data for the study from different management levels in the SOE. The managers’ espoused theory, based on empirical evidence, shows that innovation consisted of five important building blocks, namely contextual setting; strategic enablers; business enablers; foundational enablers; and human resources; each with its own categories and sub-categories. The study also identified barriers to innovation. An innovation diffusion framework, specifically for implementation in a government context, was proposed.


building blocks; state-owned enterprise


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