Intrapreneurship or Entrepreneurship?

I explore the factors that determine whether new business opportunities are exploited by starting a new venture for an employer ('nascent intrapreneurship') or independently ('nascent entrepreneurship'). Analysis of a nationally representative sample of American adults gathered in 2005-06 uncovers systematic differences between the drivers of nascent entrepreneurship and nascent intrapreneurship. Nascent entrepreneurs tend to leverage their general human capital and social ties to organize ventures which sell directly to customers, whereas intrapreneurs disproportionately commercialize unique new opportunities which sell to other businesses. Implications of the findings are discussed.nascent entrepreneurship, intrapreneurship, sample selection

Intrapreneurship - An international study

This paper presents the results of a novel international study of intrapreneurship ( i.e., employees developing new business activities for their employer), carried out in eleven countries in the framework of the Global Entrepreneurship Monitor. At the individual level, it is found that intrapreneurs are much more likely to have intentions to start a new independent business than other employees. However, at the macro level�the study finds a negative correlation between intrapreneurship and independent entrepreneurship. One explanation for these contrasting outcomes is�a diverging effect of per capita income on intrapreneurship (positive effect) and early-stage entrepreneurial activity (negative effect). �

Understanding employees’ intrapreneurial behavior: a case study

Purpose – The purpose of this paper is to provide a deeper insight into the organizational factors and personal motivations of intrapreneurs that may foster intrapreneurial behaviors of employees in a new technology-based firm (NTBF). Design/methodology/approach – The paper takes a qualitative approach to explore organizational and individual antecedents of employees’ intrapreneurial behavior. A single case study was conducted on the basis of semi-structured interviews with the founders and top managers of the firm and with intrapreneurial employees. Findings – Results show that intrapreneurial projects may arise in firms whose top managers support corporate entrepreneurship (CE) in a non-active manner. Intrapreneurial behaviors of employees can emerge despite the lack of time and limited resources available for undertaking projects. Moreover, work discretion and mutual confidence and the quality of the relationship between employees and top managers are the most valued factors for intrapreneurs. Practical implications – Based on the intrapreneurial projects studied, this paper helps to contextualize intrapreneurs’ perception of organizational support and the personal motivations for leading projects within an NTBF. Originality/value – Traditionally, the literature has mainly focused on the top-down implementation of entrepreneurial projects within large firms. This paper contributes to the understanding of the combination of firm- and individual-level factors that facilitate intrapreneurial behaviors of employees. It also illustrates the contextual conditions and the firms’ orientation on CE within an NTBF

Intrapreneurship in learning organizations: moderating role of organizational factors

The aim of this paper is to investigate moderating effect of organizational factors in the relationship between learning organization and intrapreneurship. In line of this objective it theoretically explores the nature of intrapreneurship dimensions, the nature of learning organization dimensions, how learning organization can be linked to intrapreneurship, and how organizational factors influence the relationship between learning organization and intrapreneurship. This study would help researchers, practitioners and managers to have a better understanding on the relationship between learning organization and intrapreneurship and the role of organizational factors

DETERMINAN INTRAPRENEURSHIP PEGAWAI PADA KECAMATAN DANAU SIPIN

Penelitian ini bertujuan mengetahui dan menganalisis Determinan Intrapreneurship Pegawai pada Kecamatan Danau Sipin. Penelitian ini memiliki populasi seluruh pegawai di kelurahan danau sipin. Analisis yang digunakan yaitu SMART PLS. Hasil penelitian ini dapat disimpulkan sebagai berikut: Peningkatan Kepemimpinan Transformasional mampu meningkatkan Intrapreneurship pada pegawai di Kecamatan Danau Sipin. Peningkatan Inovasi mampu meningkatkan Intrapreneurship pada pegawai di Kecamatan Danau Sipin. Peningkatan Motivasi mampu meningkatkan Intrapreneurship pada pegawai di Kecamatan Danau Sipin

Study of Intrapreneurship in Qatar: An Empirical Study and Structural Model

Intrapreneurship has provided great opportunities for organizations that have practiced it in different countries. Intrapreneurship is a process by which employees within an organization take the lead in producing new products or services through innovation. These employees use the company’s resources to turn unique ideas into products or services that are profitable to the organization. This research aims to study intrapreneurship in different organizational settings in Qatar, including government, semi-government, and private organizations. The purpose of the study is to understand and explore intrapreneurship in Qatar and to discuss the outcomes and prerequisites for intrapreneurship. The study was conducted in two phases. In the first phase, a questionnaire-based survey was conducted. The study sample included 110 employees working in Qatar in governmental organizations, semi-governmental organizations, and private organizations. Analysis of the data was done using SPSS software to test correlation and conduct an independent sample t-test. Then, in phase two of the study, Interpretive Structural Modeling (ISM) was used to develop a hierarchy-based model to rank the barriers that affect intrapreneurship. The results of the questionnaire-based study show a significant positive correlation between the prerequisites and outcomes of intrapreneurship. Moreover, the public sector had a lack of support for intrapreneurship as compared to the private sector. The results of the tests showed a significant positive correlation between intrapreneurship and perceived customer satisfaction. In addition, there was a significant positive correlation between intrapreneurship and job satisfaction. The ISM model is composed of four levels of twelve different barriers that affect intrapreneurship, with the most important barriers or root causes at the bottom of the hierarchy-based model. Such a model could help managers to develop suitable strategies to eliminate these root causes and improve overall support for intrapreneurship in Qatari organizations

Intrapreneurship Behavior: The Role of Spiritual Leadership, Religiosity, and Organizational Support

Objective: This study tries to investigate the model of intrapreneurship behavior of lecturers. Research Design & Methods: Spiritual leadership, and religiosity are identified as independent variables that influenced intrapreneurship behavior, and organizational support is offered in the model as a mediating variable. The sampling design used simple random sampling technique, from 103 private university lecturer respondents in Yogyakarta, and the PLS-SEM analysis tool. Findings: The results showed that three hypotheses were accepted and the others were not. The impact of religiosity on organizational support, and the impact of organizational support on intrapreneurship behavior is proven to be insignificant. The impact of religiosity and spiritual leadership on intrapreneurship behavior, and the impact of spiritual leadership on organizational support proved to be positive and significant. Testing the mediating variable showed that organizational support was not proven to be a variable mediating the relationship between religiosity and spiritual leadership on intrapreneurship behavior. Implications & Recommendations: This research has implications both practicions and policy maker to build intrapreneurship behavior among lecturers, in particular, according to this finding, a good environment (spiritual leadership and religiosity) will support the lecturer to building intrapreneurship behavior. Contribution & Value Added: These finding contribute to the current understanding about the antecedents of intrapreneurship behavior. This research developed the role of spiritual leadership, religiosity, and organizational support to building intrapreneurship behavior. And as the finding, this study offered the challenge to analyse a good spiritual leadership practices that can build positive perceptions for lecturers and influence intrapreneurship behavior

Innovation Initiatives in Large Software Companies: A Systematic Mapping Study

To keep the competitive advantage and adapt to changes in the market and technology, companies need to innovate in an organised, purposeful and systematic manner. However, due to their size and complexity, large companies tend to focus on maintaining their business, which can potentially lower their agility to innovate. This study aims to provide an overview of the current research on innovation initiatives and to identify the challenges of implementing the initiatives in the context of large software companies. The investigation was performed using a systematic mapping approach of published literature on corporate innovation and entrepreneurship. Then it was complemented with interviews with four experts with rich industry experience. Our study results suggest that, there is a lack of high quality empirical studies on innovation initiative in the context of large software companies. A total of 7 studies are conducted in such context, which reported 5 types of initiatives: intrapreneurship, bootlegging, internal venture, spin-off and crowdsourcing. Our study offers three contributions. First, this paper represents the map of existing literature on innovation initiatives inside large companies. The second contribution is to provide an innovation initiative tree. The third contribution is to identify key challenges faced by each initiative in large software companies. At the strategic and tactical levels, there is no difference between large software companies and other companies. At the operational level, large software companies are highly influenced by the advancement of Internet technology. Large software companies use open innovation paradigm as part of their innovation initiatives. We envision a future work is to further empirically evaluate the innovation initiative tree in large software companies, which involves more practitioners from different companies