Intrapreneurship

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 intrap...

Les sciences de gestion s'interrogent de plus en plus sur leur rigueur et la capacité à construire une connaissance sur un modèle cumulatif. Le présent article examine la solidité conceptuelle d'un construit très utilisé en entrepreneuriat et en stratégie, l'orientation entrepreneuriale. Il analyse les étapes clés de la formation de la littérature sur le thème pour proposer in fine une évaluation critique de l'évolution du construit, préalable nécessaire à l'amélioration de son opérationalisation.

The purpose of this research is to identify priority actions to be taken in Mexico in order to encourage tourism entrepreneurs to take advantage of and to meet domestic tourist demand. In order to do this, the role that domestic tourism has in consumption and demand both nationally and internationally is analysed; opinion leaders from the sector are interviewed and the concept mapping methodology is used in combination with multidimensional scaling to solve the difficulties of prioritizing activities, gaining consensus, and to show graphically how the various stakeholders relate. The main results show three principal groups of activities: one which can be directly addressed by entrepreneurs, and two others, which although they relate to public policy and measurement, can also be driven by the business community.

Les sciences de gestion s'interrogent de plus en plus sur leur rigueur et la capacité à construire une connaissance sur un modèle cumulatif. Le présent article examine la solidité conceptuelle d'un construit très utilisé en entrepreneuriat et en stratégie, l'orientation entrepreneuriale. Il analyse les étapes clés de la formation de la littérature sur le thème pour proposer in fine une évaluation critique de l'évolution du construit, préalable nécessaire à l'amélioration de son opérationalisation.

The aim of this research is to quantitatively explore the role of intrapreneurial behavior and psychological factors on the individual performance of middle managers in Nigerian medium enterprises (MEs).The issue of intrapreneurial behavior and individual performance is barely studied, specifically as regards to medium enterprise middle managers.The deplorable performance of individual managers and employees has remained a fundamental concern for MEs not only in Nigeria.Survey method was adopted for the study in which 41 usable questionnaires were collected from MEs in Kano state of Nigeria which is one of the study strata using the stratified random method of sampling.The model produces seven factors to be used as determinants of individual performance of middle managers in Nigerian MEs. The instruments reliability and validity were therefore, scrutinized through expert panel and the data sample was analyzed using SPSS v24. Finally, the result proves the instruments reliability and...

This study defines the conceptual structure of corporate entrepreneurship (CE) by looking at the terms scholars have used over the last 26 years of research. With the use of a co-word analysis, five distinctive dimensions of CE and the evolution of related key terms are identified: sustained regeneration, competitive advantage, external entrepreneurship, organizational rejuvenation, and domain redefinition. Over time scholars' attention has shifted from strategy to entrepreneurship by highlighting the relevance of the terms 'intrapreneurship' and 'entrepreneurial orientation'. Surprisingly, concepts related to strategic entrepreneur-ship and strategic renewal are less relevant than expected. Besides laying the ground for a shared conceptualization of CE, this study highlights how bibliomeitrics can contribute to decreasing conceptual ambiguity in emergent research fields, such as entrepreneurship. Implications for managers on how to strategically create and develop CE within different organizational settings are also discussed.

Organizations often hide creativity and talent. This paper describes how to make engineers active in the field of intrapreneurship within large firms where they often are employed in R&D. This development is seen, in Europe at least, most desirable by the companies today. Technology has an extensive impact on the society and economy nowadays, and it is important to study how technological innovations appear and who is behind them. Entrepreneurship and organizational intrapreneurship are, in many cases, the basis of technological innovations and firm renewal. Engineers are the company's special professional workforce that has the role to produce and develop innovations. Since the world of high-tech companies needs the cooperation of many experts, engineers must be able to cooperate well with other fields of expertise such as marketing, research and development as well as external suppliers and service providers. Also, innovations today often ask not only for unique technical knowledge but also social knowledge to make these innovations meaningful. In this sense, social innovation parallels technical innovation. Thus, in this paper we explore the origins of the intrapreneurship capacity in engineering settings of hightech firms, thereby concentrating on three issues: Who is the intrapreneur and the engineer-intrapreneur in particular? What kind of managerial and organizational support is required to facilitate the intrapreneur's upcoming? What are the educational and work related consequences for practical intrapreneurship tool development? r

—Dans un environnement turbulent et souvent chaotique, l'innovation est essentielle pour la performance des entreprises. Pour y répondre, les organisations doivent maintenir une dynamique intrapreneuriale. L'entrepreneuriat n'est pas seulement l'affaire des individus, mais aussi des organisations [1]. La question qui se pose maintenant est de savoir comment les entreprises peuvent instaurer une telle dynamique. En fait, les chercheurs et les praticiens ont constaté que les pratiques de gestion des ressources humaines jouent un rôle primordial dans la promotion de la dynamique entrepreneuriale au sein des entreprises. Chandler (2000) propose que la gestion des ressources humaines affecte la créativité et de l'innovation en créant une culture de soutien. La gestion des ressources humaines devrait être mise en pratique pour permettre, à long terme, la promotion de la créativité des membres de l'organisation et le maintien de l'évolution de l'environnement d'une façon permanente [3]. On note un grand besoin pour comprendre la relation entre les pratiques de gestion des ressources humaines et la promotion des comportements entrepreneuriaux au sein des firmes. Cet article tente à examiner un bon nombre d'articles s'intéressant à l'étude de cette relation. Nous proposons une revue de la littérature qui s'interrogera sur les pratiques de la GRH encourageant l'implémentation d'un comportement entrepreneurial au sein de la firme, et ce en distinguant deux perspectives les pratiques individuelles de la GRH et l'approche systémique des pratiques de GRH. Mots clés —Dynamique intrapreneuriale, GRH, innovation, entrepreneuriat organisationnel Abstract—In today's turbulent and often chaotic environment, innovation has been essential for the companies' performance. In response, organizations have to maintain their intrapreneurial dynamics. The entrepreneurship is not just the business of individuals but also organizations [1]. The question now being asked is how can firms implement an intrapreneurial dynamic. In fact, researchers and practitioners found that human resources management practices have a paramount role in promoting the entrepreneurial dynamic inside companies. Chandler (2000) proposes that human resources management affects creativity and innovation by creating a supporting culture. Human resources management should be put into practice to allow, in long term, promote the creativity of the organization members and keep up in a permanent way with the evolution of the environment [3]. In order to be efficient, these practices should allow the conjunction between both dynamics; the companies and its members. Therefore, there is a high need to understand the relationship between human resource management practices and the promotion of intrapreneurial dynamic .This paper reviews some of the key literature in the intrapreneurial research field and aims to explore this relation by distinguishing two different perspectives: the individual practices of HRM and the systemic approach.

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.

The present document is an intrapreneurship proposal for reducing significantly the water consumption of selected domestic households by building customised rainwater collection systems. The value proposition for the client is to generate sufficiently high volumes of usable water from rain with the intention of significantly reducing water bills and sustaining a sufficiently large stock for drought periods.  The business intention is to create a wholly-owned subsidiary business unit, called “FreeRain”, operating with the existing resources of Sotravic Ltée in order to contribute profitable revenue and at the same time formalise the training process of direct labour – specifically pipe layers – within the company. The business venture will be operated from the head office of Sotravic itself, and will cover all the sites where the company is awarded the construction of reticulation (water or sewerage) networks.

The paper analysis the relationship between entrepreneurship and innovation and the implications of this relationship for individuals and organizations. It went further arguing that innovation and entrepreneurship are two closely related words used in today's global village business practice, scholarly research and policy development management. Using them interchangeably we are committing academic dishonesty. While they revolve around the same idea, it is crucial to understand the difference and; through light on Intrapreneurship. This paper focuses on summarizing the entrepreneurship and innovation differences, interconnection characteristics, ingredients, process, intrapreneurship and its importance to economic growth. The paper concludes where it began by emphasising the need to understand the difference and relationship of Innovation and Entrepreneurship. Innovation creates change; it disrupts the status quo, but it does not automatically translate to entrepreneurship or new business. In addition, innovation occurs in plenty of other contexts beyond business. Intrapreneurship involves creating/discovering new services/products/opportunities for the purpose of creating value within or under the auspices of an existing business.

The aim of this research work is to examine the effect of intrapreneurship on organizational productivity of companies. To this end the following objectives among others were set to examine the effect of intrapreneurship on product service, analyze the effect of intrapreneurship on increased product volume. The methodology adopted for this study was secondary sources of information from sources such as journal articles, books, online source etc. The study found that intrapreneurship and product/customer service orientation are not directly linked to each other and that their variables operate in different dimension and also results of the study provided an overall view of various service sector organizations' intrapreneurial ability, outlook and explored the effect of intrapreneurship on organizations' overall product volume performance. It was recommended among others that in order for corporate organizations to increase their growth and profit, they should allow employees to contribute relevant ideas, introduce changes and bring in innovative strategies.

The realization of economic development is closely related to the importance given to entrepreneurship. Today, it can be observed that especially developing countries utilize policies in order to encourage entrepreneurship and provide support for prospective entrepreneurs through governmental authorities. One of the most important reasons of this is the heightened level of awareness regarding the significance of entrepreneurship. Apart from the state, entrepreneurs also bear certain responsibilities. Although entrepreneurs’ sphere of influence used to be confined to their local environment in the past, entrepreneurs have become actors who directly influence both their local environments and national and international markets via their social networks. Thus, every entrepreneur is a possible international player in the game. Consequently, entrepreneurs’ social networks have a direct effect on their performances in the entrepreneurship process. In today’s world, it is an obvious fact that financial capital alone is not sufficient for entrepreneurial success. Entrepreneurs have to develop their social capital so that their ventures will continue to exist. In this study, the relationship between social capital, social networks and intrapreneurship was analyzed and inferences were made through the framework of social capital and social network theories.

2014, 169 pages

Key Words: Entrepreneurship, Intrapreneurship, Social Capital, Social Networks, Social Network Theory

A culture of fear, control, and meaninglessness can effectively kill the entrepreneurial spirit within an organization. This chapter will explore why such a culture typically takes root and how it is deadly for the organization's entrepreneurial orientation. The chapter is based on an interdisciplinary reflective analysis done by exploring disciplines including depth psychology, neuroscience, positive psychology, and organizational behavior. The chapter argues from the perspectives of these disciplines that it is perhaps the factor of safety, risk-taking, collaboration, and meaningfulness if present in organizational culture that will eventually cultivate the spirit of entrepreneurship in an organization. While discussing these factors, the chapter also explains how seemingly irrational forces of the unconscious mind keep the leadership from adopting a behavior which is fundamentally important in fostering a culture where entrepreneurial behavior takes root. The chapter also exp...

Türkiye’nin güçlü ve zayıf yönleri olduğu gibi, zayıf yönlerini düzeltmesi ve güçlü yönlerini geliştirmesi için karşısında fırsatlar da söz konusudur. Türkiye’nin güçlü yönünü genç nüfus oluştururken, teknolojik gelişmeler de büyük fırsatlar sunmaktadır. Bununla birlikte Türkiye’nin bu potansiyelini yeterince kullanamıyor oluşu ve başarılı emsallerle kıyaslandığında istihdam oranlarında geride oluşu düşündürücüdür. Türkiye’nin mevcut insan kaynağı kapasitesini eksik kullanma lüksü yoktur. Kadın girişimciliği Türkiye’nin rekabet gücünün ve sosyal refahının artırılması yönünde önemli bir değişkendir. Toplumsal ve ekonomik gelişme düzeyi bakımından vizyonunu lider ülkeler arasında belirlemiş olan Türkiye açısından, kadın girişimciliği bu zayıflıkları aşmada ve potansiyelimizi gerçekleştirmede önemli bir araç olarak görülebilir. Yrd. Doç. Dr. Erdoğan Kaygın ve Dr. Bülent Güven’in editörlüğünde hazırlanan bu eser ile kadın girişimciliği farklı boyutlarıyla masaya yatırılmış ve literatüre kazandırılmıştır. Türkiye’den ve dünyadan kadın girimciliğine dair örnek olaylar değerlendirilmiştir. Hem kuramsal hem de uygulamaya dönük katkıların yer aldığı bu eserde Türkiye’nin geleceğini ilgilendiren stratejik önemi haiz bir konuyu inceleyen makale sahiplerini takdir etmek gereklidir. Bu eserin, konuya ilgi duyan öğrenci ve araştırmacılara, kadın girişimcilere ve bu konuda kamu politikası oluşturan ve uygulayan kurum ve kuruluşlara faydalı olacağı inancındayım. Katkı sunanları katkıları ve kadın girişimciliği alanındaki fikri açılımları nedeniyle tebrik ederim.

The paper discusses the implications of poverty and youth unemployment on Nigeria economy. Nigeria was recently ranked 158 th on the human development index an indication that poverty and unemployment is very prevalent in the country with far reaching implications for the stability of Nigerian economy. This paper indentifies the main causes of poverty and youth unemployment in Nigeria. It anchors the explanation of poverty and youth unemployment in Nigeria on neoliberalism that created economic and social dislocations. The paper adopts library and desk research in gathering the information used in this paper. We recommend among other things that government and the entire stakeholders must make frantic efforts to reduce poverty and youth unemployment in Nigeria.

Purpose: Framework of experiential project-based 4-Year BS Entrepreneurship Program is provided to cover the educational, value creation and strategic management gaps that has been caused due to lack of several parameters, such as the balance between passive & active teaching methodology, theoretical & applied knowledge, commercial & academic interests of students, conventional & unconventional business knowledge and specialized & generalized domains in programs. Design: A matrix approach has been used to design the framework for experiential project-based entrepreneurship program structure to simultaneously fill the gaps identified in various entrepreneurship education literature and entrepreneurship practice to cater on-going requirements of learning and surviving in real world. Conceptual Findings: Through rigorous restructuring of educational program nature, it is understood that educational programs can be made flexible and productive through simultaneous conceptual working by ...

Changing domains of economic mobility has brought in perspectives of innovation which are quite different from the earlier traditions in the so-called readings of Schumpeterian ways of innovative thinking. The new pandemic has taught us lessons that multidisciplinary innovation is not constrained to some mystical black box of innovation but should be elastic and accessible based on necessity and choices. Human beings are not always rational. Cognitive biases and nudges arising out of crisis globally has shown behavioral functionalities which changes the way human beings react and succumb to decision-making. This particular paper is based on extensive literature reviews and global cases arising out of extregencies and the subsequent development of field experiments which study the effects of various factors on innovation within the company. The filed experiments conducted were at national level in cooperation with national chamber of commerce wherein both intrinsic and extrinsic valu...

Dr. Dallas' research includes developing educational technologies for deployment to under-served regions of the world. His research group has developed MEMS-based educational technologies that have been commercialized, expanding dissemination. He has served as an Associate Editor of IEEE Transactions on Education. Dr. Dallas received the B.A. degree in Physics from the University of Chicago and an MS and PhD from Texas Tech University in Physics. He worked as a Technology and Applications Engineer for ISI Lithography and was a post-doctoral research fellow in Chemical Engineering at the University of Texas, prior to his faculty appointment at TTU.

Social innovation is a realized action that transfers from profits to social needs by using entrepreneurial skills.  Social innovation is an action which is carried out by transferring profits to social needs with the help of entrepreneurial skills  Non-profit organizations and businesses organizations have developed social implementations at local, regional and national level to overcome social problems. To overcome social problems, organizations can encourage their employees’ entrepreneurial performance. Intrapreneurship must be supported in an organization to need employees who are more innovative, self-confident, proactive and able to take risk.  Employees are required to be more innovative, self-confident, proactive and likely to take risks in order to support intrapreneurship in an organization. Organizations will both develop their own special abilities and be able to change the way of competing with new products, technologies, social relations in the market. The purpose of t...

The concept of strategic intrapreneurship emerges through the combination of two potentials, namely intrapreneurship and strategic management. Strategic intrapreneurship help organizations seek to achieve strategic goals in order to discover innovations and take advantage of today's competitive advantages in the direction of its goals and objectives. Strategic intrapreneurs engage in strategic intrapreneurship in line with their core competencies to provide a sustainable competitive advantage for the enterprise. The main purpose of the study will be to present an approach to the strategic intrapreneurship model that emerges from the combination of entrepreneurship, strategic management and try to explain these concepts in a different approach with both qualitative and quantitative research methods. The quantitative study conducted in terms of strategic intrapreneurship, it is believed that the intrapreneurship and its dimensions show the behaviors of the intrapreneurship and dimensions of the workers are at a high level. The findings from SWOT analysis, which is qualitative research, show that the participants have high level of strategic intrapreneurship behaviors.

Intrapreneurship, which represents entrepreneurial activity within an existing enterprise, is a means of sustaining businesses' activities in a highly competitive environment. Certain mechanisms are necessary to support and sustain the development of entrepreneurship spirit within the organization. An organization that wants a creative and innovative workforce that will be appropriate to develop and change the organization in this respect. The aim of this research is to determine the relationship between intrapreneurship and change management. In accordance with this purpose, determining the level of intrapreneurship in the enterprises and determining the level of organizational change constitute another aim of the research. In the research, a survey was conducted with the managers (white-collar) in the textile sector. As a result of these analyzes, it is found that there is a positive relationship between intrapreneurship and organizational change. In addition to that the perception of organizational change of employees increases, the intrapreneur behavior increases.

Ulrich Bröckling claims that the imperative to act like an entrepreneur has turned ubiquitous. In Western society there is a drive to orient your thinking and behaviour on the objective of market success which dictates the private and professional spheres. Life is now ruled by competition for power, money, fitness, and youth. The self is driven to constantly improve, change and adapt to a society only capable of producing winners and losers.
The Entrepreneurial Self explores the series of juxtapositions within the self, created by this call for entrepreneurship. Whereas it can expose unknown potential, it also leads to over-challenging. It may strengthen self-confidence but it also exacerbates the feeling of powerlessness. It may set free creativity but it also generates unbounded anger. Competition is driven by the promise that only the capable will reap success, but no amount of effort can remove the risk of failure. The individual has no choice but to balance out the contradiction between the hope of rising and the fear of decline.
Ulrich Bröckling is Professor of Cultural Sociology at the Albert-Ludwigs-University Freiburg, Germany.

The aim of this study is to identify South African constructs of Intrapreneurial Orientation aiding the internal growth of SMEs. The study is qualitative in design and utilizes a triangulation approach by performing a Delphi study with South African entrepreneurship experts as well as semi-structured interviews with SME employees. The results reveal that IO elements promoting growth in SMEs are behavioral, attitudinal, managerial and environmental in nature. These constructs contain traditional Entrepreneurship Orientation (EO) elements as well as multi-dimensional factors centering on the individual in the SME. The findings of this study allow for the development of a South African instrument investigating Intrapreneurial Orientation in SMEs. The constructs further allow established SMEs to improve their propensity to innovate by instilling an entrepreneurial spirit within their employees. To date, no South African study has been conducted into underlying constructs of Intrapreneurial Orientation, a sub-field of Intrapreneurship which has received limited attention in literature.

Le présent livre qui porte sur l’entrepreneuriat explique les concepts sur lesquels la culture entrepreneuriale est fondée. Le livre se base sur les piliers essentiels de cette culture dont la connaissance importe plus; une connaissance du capital de l’entreprise; du contrôle de gestion et de la
fiscalité. Le marketing, la segmentation et comment victorieusement lutter contre la concurrence ne seront pas du reste. Le leadership et l’éthique; qualités indispensables pour tout futur entrepreneur seront largement abordées. A ceci, il faudrait ajouter les compétences et aptitudes (comptables et gestion de la qualité) qu’un potentiel
entrepreneur devrait développer. Le livre portant sur les piliers de l’entrepreneuriat vise à sensibiliser le lecteur ou l’apprenant aux principaux concepts à la base des comportements, des motivations et actions des entrepreneurs. Le livre permettra aux apprenants de trouver des définitions utiles de ces principaux concepts nécessaires à la compréhension de la culture entrepreneuriale.

Purpose-The purpose of this study is to provide a deeper insight into the organizational factors and personal motivations of intrapreneurs which may foster intrapreneurial behaviors of employees in a new technology-based firm (NTBF). Design/methodology/approach-The paper takes a qualitative approach to exploring organizational and individual antecedents of employees' intrapreneurial behavior. A single case study was conducted based on 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.

Purpose-In the past, a plethora of studies has investigated the organizational and individual outcomes of high-performance work systems (HPWS). However, less is known about the mechanism through which HPWS impacts employees' behavior, particularly intrapreneurial behavior (IB). Drawing on the social exchange theory, this study aims to fill this gap by investigating the mediation effect of perceived organizational support (POS) on HPWS-IB linkages. Design/methodology/approach-Data were collected with the help of structured questionnaires from employees working in service industries such as banking and insurance. Findings-HPWS was conceptualized as a higher-order measurement model that includes four lower-order dimensions, namely, information sharing, decision-making participation, job security, training and development. Partial least squares structural equation modeling technique was used to test the hypothesized relationships. Results showed a positive and significant effect of HPWS on IB. Moreover, POS significantly mediated the HPWS-IB link. Originality/value-Despite an increasing number of studies on the role of human resource management (HRM) practices in enhancing innovation and creativity, there has not been enough research on how HPWS affects IB at the individual level in the presence of POS. Thus, this research is the first of its kind to investigate the mediating role of POS in HPWS-IB linkages in the Malaysian context. 1. Introduction Corporate entrepreneurship and intrapreneurial behavior (IB) are significant sources for organizational growth, differentiation and success. Although these two concepts have been used interchangeably in previous studies, in-depth analysis of literature argued that corporate entrepreneurship is all about business venturing, innovation in products and services and strategic renewal efforts at the organization level. In contrast, IB stands on individuals rather than at the organizational level (Mahmoud et al., 2020). Corporate entrepreneurship and IB have become a flourishing area of research in organizational management as they help organizations to gain competitive edge and differentiation (Aǧca et al., 2012; Farrukh et al., 2019a). Despite growing research on entrepreneurship at the organizational level, less attention has been paid to IB and there are sparse studies considering how to enhance IB in the organizations. Very specifically, a larger question looming in the above challenge is how organizations can foster intrapreneurship or IB at an individual level? This study aims to examine the impact of high-performance work systems (HPWS) on IB. HPWS are the combination of different human resource (HR) practices, processes and work structure that increase the employees' skill, knowledge, commitment and involvement. In this study, we specifically stress employees' perceptions of HPWS. Several authors such as Agarwala (2003) and Alfes et al. (2013) suggested investigating how an individual perceives HPWS and what is the impact of HPWS on employees' behavior. More specifically, the impact of HPWS on the employees' attitudes and behaviors depends on the employees' perception of these practices when applied in the working context, rather than on what the manager says has been implemented. Extant literature depicts that organizations, with the support of strategic HR practices such as decision-making participation, job security, information sharing, training and development, can motivate employees to participate in extra-role behavior such as IB. A recent trend in strategic human resource management (HRM) focuses on how and why HR practices affect employee behavior, rather than merely reporting a direct impact. Social exchange theory (Balu, 1964) explains that investment in HRs would be reciprocated positively by employees. To further advance the existing HPWS-IB relationship, we investigate the underlying mechanisms by which HPWS affect IB. Specifically, we propose and test the mediating role of perceived organizational support (POS) of employees in the HPWS-IB linkage. In doing so, the research will answer the following questions:

Intrapreneurial is one of the indicators of innovation performance success in business. The purpose of this research is to summarize local and international theories of a framework of factors affecting intrapreneurship behaviors in an organization and the relationship with innovative performance. The authors have conducted in-depth interviews with many businesses and scientist to adapt the research model with Vietnamese business conditions. The proposed analytic framework with specific group of factors is a suggestion to enterprises, managers and researchers about more comprehensive understanding of the topic as well as making managerial decisions.

The main objective of any service organisation should be to make a profit. This objective can only be achieved by increasing the employees’ performance, which is subsequently related to Emotional Intelligence (EI) and Job Satisfaction. The studies on the relationship between EI and Job Satisfaction are becoming prevalent in the academic literature. Currently, a debate is on as to determine the extent of the relationship between EI and Job Satisfaction amongst different demographics. Westcol FET, is seen as one of the top performing colleges in South Africa and it claims to make use of Job Satisfaction as part of a business strategy in order to increase performance.

The purpose of this study was to determine the relationship between EI and Job Satisfaction amongst Westcol FET lecturers, while taking into consideration the organisation’s demographic characteristics. One hundred lecturers at Westcol FET were asked to complete the Genos Emotional Intelligence Inventory (short version) and the Job Diagnostic Survey (JDS). The sample consisted of 56 participants across different ages, genders, qualifications and lecturing fields. A convenience sampling method was used. All the participants completed the Genos EI in order to measure EI whereas the JDS was used in order to measure Job Satisfaction. The research results show that there was a statistically significant relationship between EI and Job Satisfaction among the Westcol FET lecturers and more specifically in relation to race, gender, years of service and qualifications. Recommendations were made with regard to EI, Job Satisfaction and demographics.

Researchers have been studying the antecedents and impacts of entrepreneurial orientations and the climates of intrapreneurship with a special focus on organizational effectiveness in terms of market and financial performance. However, there has been neither a conceptual nor an empirical study of the behavioral consequences (i.e. organizational commitment and job satisfaction) of entrepreneurial climatic factors such as management support for idea and project development, participative decision-making and autonomous behavior, allocation of resources, and tolerance for risk-taking. The purpose of this study is to emphasize the effects of internal entrepreneurial factors on the behavior of employees towards their jobs and organizations with the help of a proposed integrative model of relations. In addition, the moderating roles of extrinsic and intrinsic rewards have been explained with these associations.

Improving organizational adaptive capacity is one of the main prerequisite for any organization to remain competitive in today's dynamic business environment. Adaptive capacity enables an organization to modify itself to suit changing environment. The purpose of this study is to examine the effects of intrapreneurial behaviour on organizational adaptive capacity of manufacturing sector in Port-Harcourt and Aba, Nigeria listed in the Manufacturers' Association of Nigeria with a population of 422 employees and a sample size of 205 employees selected using the simple random sampling technique. The research adopted the survey research design with the use of structured questionnaire. The data were analyzed using the statistical package on social sciences (SPSS). The relationship between the variables was analysed using multiple regression analysis techniques. The findings indicated that the two dimensions of intrapreneurial behaviour (innovativeness and pro-activeness) had significant positive effect on organizational adaptive capacity. Based on the findings and conclusions, the study recommends that top management in organizations should provide enabling environment that encourages intrapreneurial behaviour among employees for the purpose of stimulating organizational adaptive capacity to achieve organizational competitiveness and desirable organizational outcomes.

Multi-source data from 18 organization settings was utilized to examine intrapreneurship in the nonprofit sector. Specifically, individual level and firm level variables were introduced concurrently to capture competing and complimentary mechanisms in an effort to provide a better understanding of intrapreneurial orientations and behaviors. Managerial trust and empowerment appear to play key roles in the intrapreneurial process, while results reveal that formal organization controls, often thought to have both positive and negative impacts on intrapreneurship, appear to play a limited role on intrapreneurial intentions and behavior.

Few authors have referred to the existing relationship between the topics of entrepreneurship and family business, but the number is in crescendo. In this work, we will make a description of each type of entrepreneurship offered by the literature, and select seven characteristics that most of them share. These characteristics are contrasted with every type of entrepreneurship and with the family business actors. At last, we will propose a study model, share some conclusions and recommendations for owner families. II.

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).,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.,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.,Based on the intrapreneurial project...

This chapter examines business innovation processes as an ongoing set of activities comprising invention, development, and implementation. Invention implies the emergence of novel ideas of potential value. However, to realize this potential, ideas have to be developed, a process that requires both their instantiation in the form of prototypes and the creation of an infrastructure to generate value in use. In addition, the implementation of innovations (i.e., their widespread adoption) requires additional efforts. After the explication of these three elements of innovation processes, the complexities involved are highlighted. In particular, innovation processes do not progress in a neat, linear fashion from invention to development and implementation, but instead are characterized by considerable shifts between these elements. The chapter concludes by highlighting implications for practice.

Many studies have been carried out on the barriers to intrapreneurship or corporate entrepreneurship, but a few ones have prioritized these studied barriers to the domestic atmosphere of Eastern countries. Therefore, as a case study, Work and Social Affairs Organization in Iran has been chosen. This organization is in charge of promoting and paving the way for entrepreneurship in Iran. Based on the size of the organization, a sample of 15 employees in this organization in its Fars Province branch has been chosen .They answered to the questionnaires which had the list of barriers. Since they are familiar with the barriers to intrapreneurship in the atmosphere of Iran, the frequency of their answers (stated barriers) were shown in a final bar chart. Based on this study the tension between the values of the intrapreneur and its organization, is the principal barrier to intrapreneuship in Iran.

The transport industry holds a prominent place in the South African economy, positively contributing to the fiscus, as well as acting as a change agent in alleviating socioeconomic ills by creating employment and thereby alleviating poverty. Yet, the transport industry faces numerous challenges brought on by the state of the South African economy, such as lower levels of consumer spending and margin pressures. The worrying state of the South African economy manifests itself in high levels of unemployment, as well as slow creation of Small and Medium-sized enterprises. Promoting entrepreneurial action within SMEs, particularly at employee-level, and the industry can assist in lessening the impact of these problems. This pilot study investigates the Intrapreneurial Orientation (IO) of employees, at an individual level, thereby providing an indication of the levels of IO at employee-level. The pilot is quantitative in nature and made use of an adapted questionnaire. Data was analysed through SPSS by means of frequency distributions. Results of the pilot study indicate moderate to high levels of risk-taking propensity, managerial support, proactiveness, personal control, self-esteem, autonomy and innovativeness. The value of the study lies in its novelty, as no study to date has been conducted in the transport industry on individual-level IO, thereby indicating entrepreneurial inclination of employees within SMEs in the industry. Results of the pilot can inform future full-scale studies.

Intrapreneurship has been recognized an effective way of gaining and maintain competitive advantage in the dynamic business environment. However, less is known about the antecedents of intrapreneurship in organization. Therefore, this study aims to address this research gap and develops a conceptual model of intrapreneurship by integrating organizational and environmental factors. The purpose of this paper is being initial contributor towards a complete research exemplary of intrapreneurship in the research field. The intuitions relating to the factors influencing the intrapreneurial activities of employees will be the outcomes of this research.