Intrapreneurship: A conceptual model and its dimensions (original) (raw)
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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.
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.
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.
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.
Intrapreneurship in Small Businesses: An Exploratory Study
Entrepreneurship Theory and Practice, 1996
In today's context of Increasing market globalization, firms wishing to maintain their competitiveness must innovate constantly. Many authors have suggested Intrapreneurship as a method of stimulating Innovation and using the creative energy of employees by giving them the resources and independence they need to innovate within the firm. It is somewhat surprising, however, that research into Intrapreneurship has so far concentrated exclusively on large organizations, even though small businesses face the same need for innovation If they are to remain competitive. This exploratory research, which examines the phenomenon of intrapreneurship in the small business context, Is aimed at filling the gap.This paper concentrates on some specific aspects of the research, including the different types of intrapreneurshipobserved, the factors governing theiremergence, motivating factors for the intrapreneurs and the owner-managers of the firms, and the strategic processes Involved.
Route Educational and Social Science Journal, 2019
Strategic intrapreneurship stands out as an emerging concept especially in recent years since it plays a crucial role for both large and small and medium-sized enterprises. In this scope, the strategic intrapreneurship concept refers a vision-oriented, organization-wide reliance on intrapreneurial behavior that consciously and continuously revitalizes the corporate and shapes the scope of business activities through the identification and utilization of entrepreneurial opportunity. From this point of view, this study aims to review the recent conceptual framework of strategic intrapreneurship and the intrapreneurs' characteristics with regard to the significance and the meaning of creating a strategy for businesses' corporate existence and long-term survival. In this frame, it has been seen that the concepts of strategic intrapreneurship which has been conceptually and terminologically confused with entrepreneurship in several ways, has a positive impact on internal development within an existing organization since it is a process that systematizes set of activities that form strategic vision or include actualizing a corporate strategy.
Journal of Business Venturing, 2001
Intrapreneurship (entrepreneurship within existing organizations) has been of interest to scholars and practitioners for the past two decades. Intrapreneurship is viewed as being beneficial for revitalization and performance of corporations, as well as for small and medium-sized enterprises. The concept has four distinct dimensions. First, the new-business-venturing dimension refers to pursuing and entering new businesses related to the firm's current products or markets. Second, the innovativeness dimension refers to the creation of new products, services, and technologies. Third, the self-renewal dimension emphasizes the strategy reformulation, reorganization, and organizational change. Finally, the proactiveness dimension reflects top management orientation in pursuing enhanced competitiveness and includes initiative and risk-taking, and competitive aggressiveness, and boldness. While differing somewhat in their emphasis, activities and orientations, the four dimensions pertain to the same concept of intrapreneurship because they are factors of Schumpeterian innovation, the building block of entrepreneurship. The pursuit of creative or new solutions to challenges confronting the firm, including the development or enhancement of old and new products and services, markets, administrative techniques, and technologies for performing organizational functions (e.g., production, marketing, sales, and distribution), as well as changes in strategy, organizing, and dealings with competitors are innovations in the broadest sense. Intrapreneurship theory and measures have an American basis. While being considered universal, their generalizability has been limited because their cross-cultural testing has been extremely limited. Two main measures of intrapreneurship (the ENTRESCALE and the corporate entrepreneurship scale) were developed independently but lack validity for cross-national comparisons and do not tap all four dimensions of intrapreneurship when used independently.
Naše gospodarstvo/Our economy, 2016
Modern companies’ business environments have become increasingly complex, dynamic, and uncertain as a consequence of globalization and the rapid development of information communications technology. Companies are urged to increase their flexibility in order to keep their competitiveness in the global market. The affirmation of intrapreneurship becomes one of the basic ways for achieving higher adaptability and competitiveness of large companies in the modern business environment. In this context, the choice of an organizational solution that improves the development of entrepreneurial orientation and increases employee entrepreneurship and innovativeness becomes an important task for large companies. Research studies and business practices have indicated that various types of modern organizational forms enable the development of intrapreneurship. Therefore, the main aim of this paper is to identify dominant characteristics of organizational solutions and analyse their influence on t...
In today's context of Increasing market globalization, firms wishing to maintain theircompetitiveness must innovate constantly. Many authors have suggested Intrapreneurship as a method of stimulating Innovation and using the creative energy of employees by giving them the resources and independence they need to innovate within the firm. It is somewhat surprising, however, that research into Intrapreneurship has so far concentrated exclusively on largeorganizations, eventhough small businesses face the same need for innovation If they are to remain competitive. This exploratory research, which examines the phenomenon of intrapreneurship in the small business context, Is aimed at filling the gap.This paper concentrates on some specific aspects of the research, including the different types of intrapreneurshipobserved, thefactors governing theiremergence, motivating factors for the intrapreneurs and the owner-managers of the firms, and the strategic processes Involved.
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