Intrapreneurship as a Launch - Pad for Organizational Re – Engineering (original) (raw)
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Intrapreneurship: Revitalising Organizations through Intra-Corporate Entrepreunership
Asian Journal of Research in Business Economics and Management, 2015
This paper provides a review on the core concept of intrapreneurship, pinpointing the similarities and differences between entrepreneurship and intrapreneurship. Entrepreneurs are reshaping the business environment but it is not always necessary to establish an organisation in order to implement new ideas. Now-a-days intrapreneurship has become a revolutionary concept for speeding up the innovations within learning organizations by making better use of the entrepreneurial talent. In today's scenario, organizations especially the large ones, will not survive in this era of rapid change and innovation unless they acquire entrepreneurial competence. Thus, a great potential lies in applying business principles within existing organizations.
This paper examines and also gives credence to the potency of intrapreneurship as a launch -pad for organizational re -engineering that is considered as the vitally needed catalyst for economic growth and development. Intrapreneurship refers to employee initiatives in organizations to undertake something new, without being asked to do so. It is a process by which individuals-either on their own or inside organizations-pursue opportunities without regard to the resources they currently control. Major activities related to intrapreneurship include opportunity perception, idea generation, designing a new product or another recombination of resources, internal coalition building, persuading the management, resource acquisition, planning and organizing. Key behavioural aspects of intrapreneurship are personal initiative, active information search, out of the box thinking, voicing, championing, taking charge, finding a way, and some degree of risk taking. It discusses the similarities and differences between intrapreneurship and independent entrepreneurship. Organisations employing intrapreneurial strategies have a competitive edge, which also boosts economic development. Clear reward systems and strategies must be in place to ensure that the intrapreneur is adequately compensated for their innovation.
Looking to determined how Pymes employers incentive into organizations individuals or group innovations. Therefore, it is possible to think that managers lead the innovation process, which is classified gradually according to companies needs in order to improve their competitiveness. Organization must have intrapreneuring and organized culture with flexible structure to generate individual autonomy. A characteristic is the amount of capital risk needed; that is why it is necessary encourage their work and their risk tolerance.
Intrapreneurship: A conceptual model and its dimensions
The present paper objective is to develop a conceptual model of intrapreneurship, or as it is also known, corporate entrepreneurship (CE). The intrapreneurship, through the encouragement of innovation in big companies, can represent both a competitive advantage and also the survival of a company nowadays. For being a current theme, intrapreneurship had its aspects explored more by the authors in recent years, however there are no conceptual standards designed and disseminated that can help to have a general view of the subject. Based on the assumption that intrapreneurship can be grounded on pillars of various themes, the main and more important dimensions found in the literature were gathered. These dimensions, such as innovation capacity, risk taking, resources, among others, are considered essential for corporate entrepreneurship. This paper proposes to discuss each one of the nine points raised and integrate them into one model. By the development of the subject, it was possible to obtain a well-grounded model with the key practice points of the intrapreneurship in large corporations. The nine dimensions were clustered in three core pillars (Structure, Management and Agents) in an intersection model, representing the interdependence between them.
A Holistic Approach to Innovation and Fostering Intrapreneurship
International Journal of Knowledge-Based Organizations, 2019
A plethora of research and management theory exists on how a business should create and maintain an internal engine of innovation with emphasis on top-down programs with direct management support being the most important factor to encourage employee innovation and drive intrapreneurship behavior to tackle some of the issues for dealing with current challenges and uncertain future. In this article, the authors propose counter points to three beliefs which have become accepted as common-place assumptions. First, that intrapreneurship must have management directed programs to succeed. Second, that given management support of innovation programs all (or a majority of) employees will act as intrapreneurs. Finally, that an intrapreneurial program should receive the focus of management to ensure the continued success of the enterprise; the assumption being day-to-day business operations will function successfully without focused management attention.
Creating Intrapreneurship as an Area of Corporate Entrepreneurship
SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference, 2020
The article focuses on the characteristics of intrapreneurship as an area of corporate entrepreneurship. Attention was paid to the essence and importance of intrapreneurship in the organization. Then, based on the analysis of activities supporting intrapreneurship undertaken in an international corporation of the banking sector and literature research on this subject, a model was developed to stimulate the creation of intrapreneurship within large organizations. The tools used in the model are divided into tools from the category of people management (soft) and tools related to working methods.
The issue of intrapreneurship development in corporations
Journal of International Studies, 2021
Due to the role corporations play in modern world, they are becoming an interesting area for theoretical considerations and a research object. The subject of the paper is intrapreneurship, which is a form of corporate entrepreneurship that refers to the individual behaviour of corporate employees. The main goal of the research was to analyse and evaluate the entrepreneurial potential of corporate employees and the working climate that affect significantly the development of intrapreneurship. The article is based on the author's research, which was conducted by means of a survey among 320 employees and 60 executives at different levels taken on in 41 different types of corporations conducting business activity in Poland. By entering the research, it was assumed that the corporation was entrepreneurial if it employs entrepreneurial employees, and its working climate is conducive to undertaking entrepreneurial initiatives. The research showed the importance of the work climate for the development of intrapreneurship, which can be considered a dimension supporting the development of corporate entrepreneurship. It was also featured that not those employees who had intrapreneur potential were more involved in risky ventures, but those who felt that the company supported their actions.
The Intrapreneur Innovation: Led by Medium and Small Size Companies‘Managers
This research is focused on an exploratory study developed with Pymes managers and their roles as intrapreneurs. Using their leadership to impel innovation into organizations. Looking to determined how Pymes employers incentive into organizations individuals or group innovations. Therefore, it is possible to think that managers lead the innovation process, which is classified gradually according to companies needs in order to improve their competitiveness. Organization must have intrapreneuring and organized culture with flexible structure to generate individual autonomy. A characteristic is the amount of capital risk needed; that is why it is necessary encourage their work and their risk tolerance. Key Words: Intrapreneur, innovation, high intra-entrepreneurs, intrapreneur organizational culture, medium and small size companies
A Study on importance of intrapreneurship in an organization: A global perspective
" A corporate manager who starts a new initiative for their company which entails setting up a new distinct business unit and board of directors can be regarded as an intrapreneur. " Oxford dictionary gives a simple but crisp definition of " Intrapreneurship " as, " A manager within a company who promotes innovative product development and marketing ". " Intrapreneurship is an important aspect of any organization. When an organisation is studied from the point of view of " Meso " , it is learned that intrapreneurship provides cutting edge to an organization while facing cut throat competition in the market. This is one trait that should be instilled in employees of organization to develop itself as a learning organization. This paper makes an attempt, first to get to know the role of intrapreneur in an organisation. This was followed by understanding the inquisitiveness among employees to be an intrapreneur. Lastly, the feedback was used to make models for an organisation with respect to the factor, " intrapreneur. People from varied background were requested to provide their feedback which was used for framing model.