429:, is another reason for organisations not becoming more entrepreneurial. Wladawsky-Berger (2010) found that firms act to protect resources by avoiding risk and penalizing failure. This resonates with the framework proposed by Ahuja and Lampert (2001) that explains why companies fail to develop breakthrough inventions. According to the framework, there is a tendency in large firms to favour familiar and mature technologies, and also search for new ideas that are similar to existing solutions. The authors propose investing in developing novel and emerging technologies, because this will increase the likelihood of breakthrough inventions. However their model lacks how to build upon the ideas. On the contrary, Ireland et al. (2009) present a model that conceptualises the CE strategy. Their model considers three main elements: entrepreneurial vision, organisational structure and behaviour, all of which influence and complement each other. The authors claim that these factors have to be adapted at three levels: at the organisational level, at the level of top-managers and at the level of other employees. It means that an effective CE strategy cannot be dictated by top-managers, only instigated by them. In doing so, they have to create CE strategy from interactions between entrepreneurial vision, pro-entrepreneurial architecture and entrepreneurial behaviour. Even though many managers are afraid of radical changes, they are often the only way to help companies grow.
198:: intrapreneurship within the firm which is driven to produce social capital in addition to economic capital.) Employees, such as marketing executives, internal professionals or perhaps those engaged in a special project within a larger firm, are encouraged to behave as entrepreneurs, even though they have the resources, capabilities and security of the larger firm to draw upon. Capturing a little of the dynamic nature of entrepreneurial management (trying things until successful, learning from failures, attempting to conserve resources, etc.) adds to the potential of an otherwise static organization, without exposing those employees to the risks or accountability normally associated with entrepreneurial failure. Alain Ndedi (2004) in his research found that there are five antecedents to intrapreneurship development within organisations. (Ndedi, 2004;
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solution. Sinha & Srivastava's study evaluates personality factors such as extroversion; work values such as the need for intellectual stimulation and creativity; and, socio-cultural factors such as individualism and power distance and the relationship between these factors and an organisation's
Intrapreneurial Orientation (the extent to which employees act in an entrepreneurial manner within their place of employment). The results of the study indicate a strong association between these personality factors and an organisation's Intrapreneurial Orientation. In practical terms, this implies that organisations can influence their Intrapreneurial Orientation through selection at recruitment and through ongoing training and development.
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managers penalizing failure. In addition, the lack of rewards and bureaucracy lead to outside entrepreneurship. Consequently, intrapreneurs often quit their jobs and set up their own businesses. Behrens and
Patzelt (2015) claims that this could be prevented by choosing managers with failure experience in their previous positions. Smedley (2013) also suggests that creating structure for new ideas depends on managers personal experience and attitude. He gives an example of
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intrapreneurship into their daily routines due to high levels of defined tasks and schedules that deter opportunities for serendipity and for new ideas to be recognised. Issues around a highly defined schedule and lack of necessary time and space for idea creation are also highlighted in an article by
Sushain Pandit (2015). Kawasaki (2006) also highlights the lack of rewards for entrepreneurial behaviour as a demotivating factor to search for new ideas.
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approach relies on timely interventions to generate innovative ideas, rather than a company wide cultural change requiring organisational re-design. Another approach to bridging the gap between practitioners and academia is the model proposed by
Anthony et al. The Minimum Viable Innovation System (MVIS) is an attempt to take the essence of academic models and demonstrate how organisations can implement a MVIS within 90 days
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consequently more likely to have a high
Intrapreneurial Orientation and are more likely to grow than organisations with a low Intrapreneurial Orientation. Intrapreneurial organisations are more innovative, they continually renew and this proactive approach leads to new business venturing. Their findings indicate that intrapreneurship could be particularly beneficial for transition economies.
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the early 1990s at the
University of Cape Town, and then at the University of Pretoria. Professor Antonites Alexander and later Professor Alain Ndedi were among the first scholars to conduct research in the field. Professor Alain Ndedi Master research was rated among the best books of all times in the field of intrapreneurship by BookAutority (
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tasks. Through empowerment, employees become owners of their tasks. Described on a larger picture is the concept of identity building. In other words, employees require opportunities to make informed choices. They must accept personal responsibility for their actions and their consequences as traditional entrepreneurs across markets would do.
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corporate entrepreneurship and strategic management. They found that the following variables can influence the organisation: Scanning
Intensity, Planning Flexibility, Planning Horizon, Locus of Planning and Control Attributes. McKinsey's survey supports the view that organisations with a formal process report higher success rates.
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Practicing managers looking to increase their organisation's
Intrapreneurial Orientation, or their organisation's capacity for innovation could familiarize themselves with Altringer's "New model for innovation"; this relies on successful entrepreneurs facilitating innovation sessions. This pragmatic
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CISCO lead an
Innovation Everywhere Challenge to build a corporate culture of Innovation in 2016. They offered $ 50,000 cash ($ 25,000 Seed, $ 25,000 Reward) and 3 Months paid time off to the winners. The three ideas presented included virtual reality videoconferencing, disability hiring programs,
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Many, including George
Kliavkoff (President MGM), believe a strong culture of intrapreneurs comes from three key concepts being: top-down support for intrapreneurship (an executive mandate), a creative structure, and patient capital. The management of the firm is eventually responsible for providing
170:
article, which quotes him as saying, "The Macintosh team was what is commonly known as intrapreneurship; only a few years before the term was coined — a group of people going, in essence, back to the garage, but in a large company." In the African context, intrapreneurship education started in
117:
acknowledged the popular use of a new word, intrapreneur, to mean "A person within a large corporation who takes direct responsibility for turning an idea into a profitable finished product through assertive risk-taking and innovation". Based on these definitions, being an intrapreneur is considered
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Intrapreneurs often remain hidden and unrecognised because they often display behaviour contrary to what is considered as "corporate". Accenture states that recognizing and supporting intrapreneurs is the biggest challenge for Entrepreneurial Leadership. However, Sinha & Srivastava may have a
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The biggest challenge for intrapreneurs is dealing with the "Corporate Immune System". This expression means that corporate organizational structures such as bureaucracy, hierarchy, rules etc. do not support intrapreneurial culture and behaviour. Many companies struggle with applying the concept of
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are also looking for unique solutions to promote Corporate Entrepreneuship, in their own businesses, e.g. by developing separate research and development departments. Siemens-Nixdorf took a different approach, designing a 2-year corporate program to turn 300 managers into intrapreneurs, skilled in
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In general, the academic approach to intrapreneurship is predominantly based on the company wide re-organisation required to foster intrapreneurship. By contrast, the corporate view is often that innovation is the means, rather than the end. This is described in Capozzi et al. where the driver for
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Jones and Butler (1992) stated that due to organisational size, age and complex functions, entrepreneurship and management are often separated. Their different levels of tolerance for risks (i.e. managers tend to avoid risks, while entrepreneurs work under uncertain conditions) generally result in
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necessary in intrapreneurship with from those in managers. Strong leadership skills are needed to strengthen teams and to persuade others to follow and execute their ideas. Leadership skills are also important to support rapid decision making under uncertainty. Managers, on the contrary, consider
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As collaboration increases, the capability to collaborate leads finally to organizational learning as part of non-routine work processes. Many firms not only empower managers but also enable employees to become more innovative and flexible even in the course of their daily activities and routine
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Antoncic & Hisrich find that good quality open communications together with a formal structure and supported by environmental scanning and management support will help an organisation become more intrapreneurial. Barringer at al support this assertion and describe the relationship between
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Kanter and Richardson's case study research "Engines of Progress" describes how Ohio-Bell encouraged intrapreneurial behaviour through the development of a system of innovation called "Enter-Prize". Ostensibly, the program was about generating innovation but the design was cultural rather than
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Intrapreneurship is a contemporary issue with pressing relevance for corporate managers. Antoncic and Hisrich conclude that intrapreneurship has a positive impact on organisational growth and profitability. Organisations that build structures and embed values to support intrapreneurship are
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while working within a large organization. Intrapreneurship is known as the practice of a corporate management style that integrates risk-taking and innovation approaches, as well as the reward and motivational techniques, that are more traditionally thought of as being the province of
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Koch (2014) claims that intrapreneurs are the "secret weapon" of the business world. The win-win situation of intrapreneurial motivation leading to corporate benefits are considered idealistic by some. Smedley argues only a few companies know how to encourage intrapreneurs.
437:, a company who claims to celebrate failure. One of the recognized approaches to achieve this is through an "I wish/ I like session": the "I like" statements recognizes new projects, while the "I wish" statements consider how things can be done in a different way.
125:", a person who aims at personal fulfilment more than at economic gains when creating a business. For innerpreneurs the primary motivation is the need to implement their vision of something the world needs, something that aligns with their values.
273:"outside the box" thinking as a characteristic of entrepreneurs. Pinchot notes that intrapreneurs share properties with entrepreneurs self-motivation, creativity and pro-activity. Intrepreneurial behaviour is proposed to be correlated with
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more risks than uncertainty and often work within established patterns. Moreover, traditional managers get their authority from the above; intrapreneurs, by contrast, start without the recognition of the same degree of power.
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Ling, Y. A. N., Simsek, Z., Lubatkin, M. H., & Veiga, J. F. (2008). Transformational leadership's role in promoting corporate entrepreneurship: Examining the CEO-TMT interface. Academy of Management journal, 51(3),
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strategic decision-making amongst the executive management team that links disparate elements of information has been suggested aidd corporate entrepreneurship when compared to more information lead decision making.
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innovation is identified as the strategic need to grow the core business. Thus, there is often a difference in the vocabulary used with academics preferring intrapreneurship and practitioners talking of innovation.
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Behrens, J. & Patzelt, H. 2015. Corporate Entrepreneurship Managers' Project Terminations: Integrating Portfolio-Level, Individual-Level, and Firm-Level Effects. Entrepreneurship Theory and Practice, 12, pp.
363:, who encourage many projects within the company. They give certain freedom to employees to create their own projects, and they even give them funds to use for these projects. (In the days of its founders, HP
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Ahuja, G. & Lampert, C.M. 2001. Entrepreneurship in the large corporation: A longitudinal study of how established firms create breakthrough inventions. Strategic Management Journal, 22, pp.521–543.
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magazine article "Here Come the Intrapreneurs" and then the same year in another major popular publication was in a quote by Steve Jobs, Apple Computer's Chairman, in an interview in the September 1985
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Assuming other prerequisites for intrepreneurial activity are in place, access to corporate resources and other employees allow intrepreneurs to convert opportunities into high-potential innovations.
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also has a tradition of implementing intrapreneurship. Google is also known to be intrapreneur friendly, allowing their employees to spend up to 20% of their time to pursue projects of their choice.
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to be beneficial for both intrapreneurs and large organizations. Companies support intrapreneurs with finance and access to corporate resources, while intrapreneurs create innovation for companies.
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included the term 'intrapreneur' in its 3rd 1992 Edition, with Pinchot as the originator of the concept. The term "intrapreneurship" was used in the popular media first in February 1985 by
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Sinha, N. & Srivastava, K.B.L., 2013. Association of Personality, Work Values and Socio-cultural Factors with Intrapreneurial Orientation. Journal of Entrepreneurship, 22(1), pp.97–113
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Chen, J., & Nadkarni, S. (2017). It's about time! CEOs' temporal dispositions, temporal leadership, and corporate entrepreneurship. Administrative Science Quarterly, 62(1), 31-66.
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Pinchot, G. 1984. Who is the Intrapreneur? In: Intrapreneuring: Why You Don't Have to Leave the Corporation to Become an Entrepreneur. New York: Harper & Row. pp. 28 – 48
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is a more general term referring to entrepreneurial actions taking place within an existing organization whereas Intrapreneurship refers to individual activities and behaviors.
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Pinchot, G. 1984. Who is the Intrapreneur? In: Intrapreneuring: Why You Don't Have to Leave the Corporation to Become an Entrepreneur. New York: Harper & Row. pp. 28 – 48.
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Pinchot, G. 1984. Who is the Intrapreneur? In: Intrapreneuring: Why You Don't Have to Leave the Corporation to Become an Entrepreneur. New York: Harper & Row. pp. 28 – 48
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Barringer, B.R. & Bluedorn, A.C., 1999. The relationship between corporate entrepreneurship and strategic management. Strategic Management Journal, 4(April), pp.705–710
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focuses on innovation and creativity, and transforms an idea into a profitable venture, while operating within the organizational environment. Thus, intrapreneurs are
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are proposed facilitate intrapreneurship. For instance, intrapreneurship or corporate entrepreneurship happen more in firms led by CEOs with future time orientation,
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Ireland, R.D., Covin, J.G. & Kuratko, D.F. 2009. Conceptualizing Corporate Entrepreneurship Strategy. Entrepreneurship Theory and Practice, 33 (1), pp.19–46.
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The first written use of the terms 'intrapreneur', 'intrapreneuring,' and 'intrapreneurship' date from a 1978 white paper, Intra-Corporate Entrepreneurship, by
145:. The first formal academic case study of corporate entrepreneurship or intrapreneurship was published in June 1982, as a Master's in Management thesis, by
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113:(1985) defined intrapreneurs as "dreamers who do. Those who take responsibility for creating an innovation of any kind within an organization." In 1992,
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the conditions that facilitate individual intrapreneurial attitude with the aim of opening the employee's minds. (see also culture of open innovation).
183:"Intrapreneurship refers to employee initiatives in organizations to undertake something new, without being asked to do so."(Ndedi, 2004). Hence, the
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who follow the goal of the organization. Intrapreneurship is an example of motivation through job design, either formally or informally. (See also
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Schleisinger, L. & Kiefer, C. (2014). Act Like An Entrepreneur Inside Your Organization. Harvard Business Review. . 14 July 2014. Available at:
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414:, who started as a commercial footwear vendor and became the CEO of Zappos, which has expanded into an online customer experience company.
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801:"Unpacking Political Ideology: CEO Social and Economic Ideologies, Strategic Decision-Making Processes, and Corporate Entrepreneurship"
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Capozzi, M.M., Gregg, B. & Howe, A., 2010. Innovation and commercialization, 2010. McKinsey & Company website. Available at:
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Antoncic, B. & Hisrich, R.D., 2001. Construct Refinement and Cross-Cultural. Journal of Business Venturing, 16(99), pp.495–527.
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Anthony, S., Duncan, D. & Siren, P.M.A., 2014. Build an Innovation Engine in 90 Days. Harvard Business Review. Available at:
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Govindarajan, V. & Desai, J. (2013). Recognize Intrapreneurs Before They Leave. Harvard Business Review, September.
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341:. The group was originally named after a reference in a cartoon, and was first brought together in 1943 to build the
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Clarke, C. (2013). Masters in Management: Seeds of innovation. Financial Times. . 15 September 2013. Available at:
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have similar policies and just such an innovation-friendly atmosphere and intrapreneurial reputation.) Besides 3M,
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Open innovation in the financial services : growing through openness, flexibility and customer integration
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in India, a small vegetable company that ended up being a software outsourcing powerhouse. Another example is
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Johnson, L. (2010). Risk-takers rarely fit corporate culture. Financial Times. . 1 June 2010. Available at:
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Altringer, B., 2013. A New Model for Innovation in Big Companies. Harvard Business Review. Available at:
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Smedley, T. (2013). Intrapreneurs' come to the rescue. Financial Times. . 13 March 2014. Available at:
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Wladawsky-Berger, I. (2010). Entrepreneurship and Innovation in Large Companies. . Available at: in
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153:(from 1977 to 1981). This academic research was later published as a case study by VDM Verlag as
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de Jong, Jeroen P.J.; Parker, Sharon K.; Wennekers, Sander; Wu, Chia-Huei (6 December 2013).
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Kawasaki, G. (2006). How to Change the World: The Art of Intrapreneurship. Available at:
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Why is Intrapreneurship a contemporary issue and how do practitioners apply the knowledge?
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356:, later famous for Kelly's 14 rules of intrapreneurship, was the director of this group.
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https://www.linkedin.com/pulse/3-tenets-intrapreneurs-theory-creativity-sushain-pandit
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Chin, M. K.; Zhang, Stephen X.; Jahanshahi, Asghar Afshar; Nadkarni, Sucheta (2021).
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Accenture. (2015). Five Principal Applications of Entrepreneurship. . Available at:
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The American Heritage Dictionary of the English Language. 3rd ed. Boston: Houghton
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https://newsroom.cisco.com/documents/10157/14740/790057-WhitePaper-060816-FINAL.pdf
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innovation-engine-in-90- days?cm_sp=Magazine Archive-_-Links-_-Previous Issues .
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http://www.ft.com/cms/s/2/619ad1dc124f-11e3-8336-00144feabdc0.html#axzz3R4XmBRmy
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Koch, C., 2014. Rise of the intrapreneur. Director Magazine. Available at:
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https://hbr.org/2014/07/act-like-an-entrepreneur-inside-your-organization
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https://hbr.org/2013/11/a-new-model-for-innovation-in-big-companies/
531:"Entrepreneurial Behavior in Organizations: Does Job Design Matter?"
714:"Characteristics of Intrapreneurs in Scale-Intensive Service Firms"
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http://www.accenture.com/gb-en/Pages/insight-ceo-five-principal-
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One of the most well-known examples of intrapreneurship is the "
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Hydle, Katja M.; Aas, Tor Helge; Breunig, Karl Joachim (2014).
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348:. Because the project was to eventually become a part of the
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spotting new business opportunities with notable potential.
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may be in need of reorganization to comply with Knowledge's
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https://bookauthority.org/books/best-intrapreneurship-books
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https://bookauthority.org/books/best-intrapreneurship-books
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149:, on the intrapreneurial creation of PR1ME Leasing within
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848:"In Big Companies, Lean Is Only One Piece of the Puzzle"
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The American Heritage Dictionary of the English Language
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Pinchot, Gifford & Pinchot, Elizabeth (Fall 1978)
586:"The American Heritage Dictionary entry: Intrapreneur"
352:, the project was internally protected and secretive.
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Fasnacht, Daniel (2009). "Developing Intrapreneurs".
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Journal of Entrepreneurship Management and Innovation
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applications-summary.aspx. Accessed 8 February 2015.
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Marketing Management: Analysis, Planning and Control
1187:Anthony, S., Duncan, D. & Siren, P.M.A., 2014.
313:, and CEOs holding certain values and ideologies.
1152:(Kanter & Richardson, 1991; Thornberry, 2003)
975:3 Tenets of Intrapreneur's Theory of Creativity:
121:The intrapreneur is not to be confused with the "
846:Wessel, Maxwell; Allworth, James (30 May 2013).
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56:to make improvements to the overall structure.
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1176:A New Model for Innovation in Big Companies
301:Company characteristic for intrapreneurship
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689:? (September 30, 1985) Newsweek Magazine
155:Intrapreneurship Success: A Prime Example
72:Learn how and when to remove this message
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917:"Kelly Johnson's 14 Rules and Practices"
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402:Intrapreneurship through creativity by
227:instructions, advice, or how-to content
878:. Berlin: Springer. pp. 163–168.
399:and digital media productivity suite.
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486:Corporate Social Entrepreneurship
196:Corporate Social Entrepreneurship
627:Macrae, Norman (April 17, 1982)
609:Intra-Corporate Entrepreneurship
285:a fact confirmed in one staudy.
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137:and Elizabeth S. Pinchot. Later
115:The American Heritage Dictionary
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89:is the act of behaving like an
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669:"Here Come the Intrapreneurs"
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906:(Timmons and Spinelli, 2003
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311:transformational leadership
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288:Pinchot distinguishes the
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27:Corporate management style
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359:Another example could be
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305:Certain properties of
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346:fighter jet
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275:risk-taking
242:Wikiversity
1235:Categories
741:11199/8318
418:Challenges
408:Tony Hsieh
350:war effort
290:leadership
271:creativity
250:Wikivoyage
106:Definition
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471:Reception
388:Microsoft
315:Intuitive
258:July 2019
246:Wikibooks
225:contains
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480:See also
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168:Newsweek
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384:Siemens
365:used to
189:Inside
129:History
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512:Notes
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376:Xerox
369:Intel
248:, or
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880:ISBN
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386:and
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