Facilitating a culture of intrapreneurship: an employee involvement approach

Published date01 April 2020
DOIhttps://doi.org/10.1108/SHR-04-2020-181
Date01 April 2020
Pages93-95
AuthorLeon C. Prieto,Simone T.A. Phipps,Kenneth Kungu
How to
Facilitating a culture of intrapreneurship: an
employee involvement approach
Leon C. Prieto,Simone T.A. Phipps and Kenneth Kungu
Introduction
The business climate isdynamic and
complex, and it is necessary that
global organizations review and
revise their business models as they
conceptualize and implementnew
services and products. Managersare
seeing the importance ofpromoting a
culture of intrapreneurshipbecause of
the need to become more aligned
with their firms’ strategic goals.
Facilitating a culture of
intrapreneurship has become
important for almost all organizations
that continuously face competition
due to globalization becauseit has
become a matter of survival. Firms
must become more intrapreneurial,to
survive in this current global
environment where the new mantra is
“innovate or die”.
Intrapreneurship dened
Scholars have defined
intrapreneurship simplyas
entrepreneurial behaviorwithin
existing organizations, and this
concept was made popular by the
prominent management thinkerPeter
Drucker (Antoncic & Hisrich, 2001).
As early as 1958, Drucker pointed out
that the demands and needs of the
environment are constantly evolving
and he emphasized the importance of
managers’ roles in adjusting the
company to the needs and demands
of the market (Drucker, 1958).
According to Antoncic and Hisrich
(2001), intrapreneurshipcan be
classified into four unique
dimensions:
1. new business venturing;
2. innovativeness;
3. self-renewal; and
4. proactiveness.
New business venturing is the most
prominent dimension of
intrapreneurship because it may lead
to new business creation within an
existing organization by redefiningthe
company’s products (or services)and
by the development of new markets
(Antoncic & Hisrich, 2001). The
innovativeness dimensionrefers to
product and service innovation with
an emphasis on innovation and
development in technology (Antoncic
& Hisrich, 2001). Intrapreneurship
includes new product development,
product improvements and new
production methods and procedures.
The self-renewal dimension reflects
the transformation of organizationsvia
the renewal of important ideason
which they were built. It has strategic
change implications and includesthe
reorganization, and the introduction of
system-wide changes for innovation
(Antoncic & Hisrich, 2001). The
proactiveness dimension is relatedto
aggressive posturing relativeto
competitors. A proactive firm tendsto
take more risks by conducting
experiments. Those organizationsare
more aggressive in pursuing
opportunities (Antoncic & Hisrich,
2001).
DOI 10.1108/SHR-04-2020-181 VOL. 19 NO. 2 2020, pp. 93-95, ©Emerald Publishing Limited, ISSN 1475-4398 jSTRATEGIC HR REVIEW jPAGE 93

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