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Case study
Publication date: 7 November 2022

Amarpreet Singh Ghura, Alex DeNoble and Raúl Martínez Flores

Discussion of the case will enable students to:

  • explain what are the five specific dimensions that are important determinants of an environment conducive to entrepreneurial…

Abstract

Learning outcomes

Discussion of the case will enable students to:

  • explain what are the five specific dimensions that are important determinants of an environment conducive to entrepreneurial behavior;

  • analyze how to measure the internal environment on the five dimensions critical to creating an entrepreneurial/innovative environment;

  • devise a profile of the firm across the five dimensions – top management support, work discretion, rewards and reinforcement, time availability and organizational boundaries;

  • explain how to attempt to identify the perceived gaps at the unit or division level and then work to rectify the specific areas; and

  • describe models of corporate entrepreneurship.

explain what are the five specific dimensions that are important determinants of an environment conducive to entrepreneurial behavior;

analyze how to measure the internal environment on the five dimensions critical to creating an entrepreneurial/innovative environment;

devise a profile of the firm across the five dimensions – top management support, work discretion, rewards and reinforcement, time availability and organizational boundaries;

explain how to attempt to identify the perceived gaps at the unit or division level and then work to rectify the specific areas; and

describe models of corporate entrepreneurship.

Case overview/synopsis

Mexicali is a border city in the state of Baja California, Mexico. It was in the month of May 2022. The President of Prodensa Consulting Services (PCS), Marco Kuljacha (Marco), was sitting in his office thinking about a way forward to create an intrapreneurial culture by identifying more “Marcos or Marcias” among his current PCS employees. As he contemplates the future of the company, he is hoping to identify individuals within the organization who exhibit an entrepreneurial mindset through generating and leading new business initiatives for PCS. He desires to support people who have the potential to emerge as future leaders within the organization. He is striving to identify those individuals who want to proactively develop their career trajectories in ways similar to Marco’s earlier professional experiences. After starting with Grupo Prodensa in 2006 as a Junior Project Manager, Marco, by pursuing an intrapreneurial path, worked his way up to become President of the PCS in 2022. According to Marco, such individuals should exhibit the willingness to foster opportunities for new business ventures for PCS and possess traits such as innovation, proactivity, risk-taking, accountability and networking.

With an eye toward the need for continuous innovation and change, Marco was thinking about ways to identify and develop entrepreneurially minded individuals among his employees working at PCS. Corporate entrepreneurship was of great importance for him and the future of the company. The case provides an opportunity for students to step into the shoes of Marco and find an appropriate intrapreneurship model to implement the intrapreneurship culture. In doing so, students should take into consideration the data regarding the existing corporate entrepreneurship processes and teams at Grupo Prodensa that helped it to innovate and make assumptions to analyze the feasibility of implementing intrapreneurship culture by finding more Marco or Marcia.

Complexity academic level

This case can be used as an introductory case in a postgraduate class on corporate entrepreneurship, as it delineates the challenges faced by Marco in finding an appropriate intrapreneurship model and finding in PCS more Marco or Marcia has qualities such as innovator, proactive, risk-taker, accountability, networking, for implementing corporate entrepreneurship culture in PCS. The case can also be used in a corporate entrepreneurship course and an innovation management course. The case allows students to learn about the model of corporate entrepreneurship; strengths, opportunities, aspirations and results analysis; pros and cons analysis; and challenges faced by the company during the implementation of corporate entrepreneurship. Thus, the case can be used for covering multiple perspectives related to measuring the internal environment or managers’ perception of the five dimensions critical to implementing corporate entrepreneurship (e.g. the application of the Corporate Entrepreneurship Assessment Instrument), and is ideal for teaching the different corporate entrepreneurship models.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 4
Type: Case Study
ISSN:

Keywords

Article
Publication date: 1 July 2021

Wenhai Wan and Longjun Liu

This study aims to investigate whether big data enabling (BDE) and empowerment-focused human resource management (EHRM) can effectively promote employee intrapreneurship and their…

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Abstract

Purpose

This study aims to investigate whether big data enabling (BDE) and empowerment-focused human resource management (EHRM) can effectively promote employee intrapreneurship and their effects on platform enterprises’ innovation performance. The paper also examines the contexts under which employee intrapreneurship may affect business performance.

Design/methodology/approach

Data were collected from 155 platform enterprises in China in the form of questionnaires. Participants were mainly middle and senior managers with a comprehensive grasp of the enterprises’ information.

Findings

The results indicated that BDE, EHRM and their synergy positively influenced employee intrapreneurship, which could potentially extend to enterprise performance. Specifically, employee intrapreneurship played a partial mediating role between BDE, EHRM and performance, and a whole mediating role between synergy and performance. Finally, platform strategic flexibility played a positive moderating role between employee intrapreneurship and performance.

Practical implications

Platform enterprises should focus on the construction and utilization of big data and EHRM to stimulate organizational vitality. They also need to encourage employees to start businesses and build more flexible strategies to adapt to the dynamic economic environment.

Originality/value

This is an empirical study on the effect mechanism of big data and HRM on employee intrapreneurship and platform enterprises’ performance in China. The paper combined big data, HRM and employee intrapreneurship, which broke through the previous research on enterprise entrepreneurship and social entrepreneurship. The findings guide platform enterprises to stimulate organizational vitality and achieve better performance in the digital era.

Details

Chinese Management Studies, vol. 15 no. 4
Type: Research Article
ISSN: 1750-614X

Keywords

Article
Publication date: 30 August 2011

Asef Karimi, Iraj Malekmohamadi, Mahmoud Ahmadpour Daryani and Ahmad Rezvanfar

This study seeks to build a conceptual model of agricultural extension intrapreneurship that discusses the concept and phenomenon of intrapreneurship as well as its prerequisites…

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Abstract

Purpose

This study seeks to build a conceptual model of agricultural extension intrapreneurship that discusses the concept and phenomenon of intrapreneurship as well as its prerequisites and outcomes. The proposed model is intended to depict the main factors that affect the phenomena of intrapreneurship within the agricultural extension organizations and the impact of intrapreneurship on agricultural extension organizational outcomes, as well as factors influencing its continuous outcomes.

Design/methodology/approach

The paper identifies and describes the existence and past literature on prerequisites, phenomena and outcomes of intrapreneurship in organizations as a basis for analysis and developing an appropriate model of agricultural extension intrapreneurship. This is a conceptual paper selecting targeted scholarly works that provide support for the proposed model.

Findings

The paper presents a model of Iranian agricultural extension in which the organizational, behavioral and environmental factors influence intrapreneurship and the construct of intrapreneurship influences organizational outcomes. The paper provides a comprehensive analysis that develops an existing model for a systematic approach to the agricultural extension intrapreneurial process. The proposed model of agricultural extension intrapreneurship joins a growing number of works that explore how intrapreneurship contributes to organizational outcomes in an Iranian agricultural extension organization. It is suggested that the framework may help scholars identify potential strategies of intrapreneurial activity that could help extension organization position intrapreneurship as a vehicle for improving organizational outcomes.

Originality/value

Based on this exploration, new insights about agricultural extension intrapreneurship are developed, practical implications for agricultural extension intrapreneurs on how to approach agricultural extension entrepreneurship more systematically and effectively are presented and opportunities for further research are identified.

Details

Journal of European Industrial Training, vol. 35 no. 7
Type: Research Article
ISSN: 0309-0590

Keywords

Article
Publication date: 4 November 2020

Korhan Arun, Suat Begeç and Olcay Okun

This study aims to develop theoretical arguments about the factors promoting nascent intrapreneurship relative to role theory. These arguments principally draw on contributions…

Abstract

Purpose

This study aims to develop theoretical arguments about the factors promoting nascent intrapreneurship relative to role theory. These arguments principally draw on contributions from interactional and structural sociology. Fixed theoretical tools for intrapreneurship are not quite enough. So, structural and interactionist perspective of sociology is necessary to understand the intrapreneurship concept because intrapreneurs live in a society and shape their course per the expectations of others. Previous approaches depend on individual, organizations or environment to push potential employees to be intrapreneurs. Expectations may be a keystone for intrapreneurship because intrapreneurs have been trying to explain or make progress about what is seen as crucial; more importantly, they learn their roles.

Design/methodology/approach

This is a conceptual paper about explaining intrapreneurship. Foregoing literature has been trying to explain the phenomenon by individual, organizational or environment endeavors to transform employees to be intrapreneurs. Role theory stems from interactional and structural sociology. Promoting the internal entrepreneur process by overcoming resistance to switching to a more structured management approach and adopting management systems and processes in a timely way is still a vague approach. So, the structural and interactionist perspective of sociology is necessary to understand the concept because intrapreneurship is a contextual factor rather than activity.

Findings

Expectations can convey what others consider particularly important or necessary. Intrapreneurship is a type of personal entrepreneur role influenced by expectations.

Practical implications

Intrapreneurship is not solely entrepreneurship in organizations but is also governed by the specific combinations of circumstances generally outside of the organizational environment, such as families, coworkers and friends.

Originality/value

The present paper seeks to answer three primary research questions: how differentiation among subunits changes intrapreneurship role expectations, how the intrapreneurs’ role has been affected from unlike expectations and are group or team-level expectations on intrapreneurs’ roles distinctive than organization and individual levels.

Details

Journal of Research in Marketing and Entrepreneurship, vol. 23 no. 1
Type: Research Article
ISSN: 1471-5201

Keywords

Article
Publication date: 7 February 2022

Cristina Blanco González-Tejero and Cayetano Medina Molina

The purpose of this study is to assess the impact of corporate entrepreneurship. To this end, the learning process of the individual in skills, competencies and agile…

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Abstract

Purpose

The purpose of this study is to assess the impact of corporate entrepreneurship. To this end, the learning process of the individual in skills, competencies and agile methodologies is considered, as well as the influence of corporate culture, ways of working and organizational capabilities in small and medium enterprises (SMEs).

Design/methodology/approach

This study was performed by means of an email survey questionnaire, conducted on 241 SMEs in Madrid and Guadalajara (Spain). The hypotheses were tested with structural equation modeling (SEM).

Findings

The results yielded a positive and direct link between the organization and the training of business leaders in programs of skills and competencies, as well as between this training and corporate entrepreneurship processes carried out in the organization. However, there is an indirect relationship between organizational activity and processes of the organization and intrapreneurship activities.

Research limitations/implications

The research provides a practical contribution to the SME perspective and raises awareness of the importance of intrapreneurial activities for business development. Hence, it becomes relevant to focus on training plans that have a direct impact on the development of business innovations that lead to corporate entrepreneurship.

Originality/value

This research contributes to contextualize and enrich the literature on corporate entrepreneurship by addressing the gap related to corporate culture, innovation and skills, through a model that shows the relationship between the variables.

Details

Journal of Enterprising Communities: People and Places in the Global Economy, vol. 16 no. 1
Type: Research Article
ISSN: 1750-6204

Keywords

Article
Publication date: 1 September 2005

Karina Skovvang Christensen

The aim of the paper is to provide an understanding of the various factors that enable intrapreneurship in established firms. The paper reports on a case study of intrapreneurship

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Abstract

Purpose

The aim of the paper is to provide an understanding of the various factors that enable intrapreneurship in established firms. The paper reports on a case study of intrapreneurship in a large knowledge‐intensive industrial firm.

Design/methodology/approach

Based on the existing literature, it is suggested that the use of different factors can either enable or inhibit intrapreneurship and five enabling factors that are identified. Based on interviews, on‐site observations and documents and reports the five factors with a potential influence on intrapreneurship are examined and alternative factors considered.

Findings

The five enabling factors that are identified in the literature are not sufficient to enable intrapreneurship in knowledge‐intensive companies, and it is concluded that three additional factors enabling intrapreneurship in established firms should also be taken into account.

Practical implications

The knowledge of what makes factors either enablers or inhibitors are incomplete and to enhance the intrapreneurial ability of an organisation, managers must learn which factors to use in different situations.

Originality/value

Only very few papers have studied intrapreneurship in specific organisations. This paper contributes with a synthesis of the literature in the area and with a suggestion of a model that is used in the empirical analysis and augmented based on that. The paper furthermore contributes to the body of literature on the factors enabling intrapreneurship in general.

Details

European Journal of Innovation Management, vol. 8 no. 3
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 9 November 2012

J. Augusto Felício, Ricardo Rodrigues and Vítor R. Caldeirinha

The purpose of this paper is to study the influence of intrapreneurship on the performance of companies.

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Abstract

Purpose

The purpose of this paper is to study the influence of intrapreneurship on the performance of companies.

Design/methodology/approach

The study develops and tests a theoretical model where the intrapreneurship is supported on the factors innovation, risk/uncertainty, risk/challenges, competitive energy, proactivity and autonomy, and the performance on the factors financial performance, growth and improvement and on the variable productivity. Based on a questionnaire, data from a sample of 217 medium‐sized Portuguese companies were obtained. The study used the confirmatory analysis method based on structural equation modeling (SEM).

Findings

The intrapreneurship has a multidimensional structure. This model proves its influence on the growth and improvement and the importance and explanatory power of this latent variable.

Research limitations/implications

The techniques used to verify the effect of firm size and the age periods has not been sufficiently explored and the direct effect of latent variables of intrapreneurship on performance was not assessed. This work contributes to the theory highlighting the importance of factors in intrapreneurship and the influence of the context in the model.

Practical implications

It was verified that the intrapreneurship has obvious effects on the measures of qualitative performance – growth and improvement. This is helpful for researchers looking for appropriate performance measures and for intrapreneurs aiming to get support for their decisions and evaluate their performance.

Originality/value

This study considers the separation of the propensity for risk in two latent variables and includes the autonomy to characterize intrapreneurship and demonstrates the importance of qualitative measures of performance perceived in the perspective of medium and long term.

Article
Publication date: 26 April 2013

David Urbano, Claudia Alvarez and Andreu Turró

The main purpose of this paper is to analyse the influence of resources and capabilities on the probability of becoming an intrapreneur, using resource‐based theory as a…

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Abstract

Purpose

The main purpose of this paper is to analyse the influence of resources and capabilities on the probability of becoming an intrapreneur, using resource‐based theory as a conceptual framework.

Design/methodology/approach

The research uses a logistic regression analysis and data from the Global Entrepreneurship Monitor (GEM) for 39 countries and 36,325 individuals.

Findings

Results show that companies' resources and capabilities are a key factor in the development of intrapreneurship. Entrepreneurial resources and capabilities, such as previous entrepreneurial experience, entrepreneurial competences and the ability to detect business opportunities, influence intrapreneurial behaviour.

Research limitations/implications

The contributions of this research are both conceptual (advancing corporate entrepreneurship theory) and practical (relating to the design of policies to foster intrapreneurial activities).

Originality/value

The importance of entrepreneurship for social and economic growth is generally accepted. In addition, intrapreneurship or corporate entrepreneurship is recognized as one of the key elements for organizational development. Despite this, there are very few empirical articles using an explicit and integrated theoretical framework such as resource‐based theory for the analysis of intrapreneurial phenomenon.

Details

Management Decision, vol. 51 no. 4
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 9 July 2020

Jatin Pandey, Manish Gupta and Yusuf Hassan

Intrapreneurship is gaining traction in organizations to buckle up for the dynamic business environment. Scholars have argued that intrapreneurship increases positivity at work…

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Abstract

Purpose

Intrapreneurship is gaining traction in organizations to buckle up for the dynamic business environment. Scholars have argued that intrapreneurship increases positivity at work and helps employees attach themselves better with their job. However, empirical evidence suggests that these relationships do not exist. The objective of this paper is to examine the mediating role of psychological capital (PsyCap) in the relationship between intrapreneurship and work engagement.

Design/methodology/approach

Data were collected through an online survey. Responses from 309 employees working in different industries in India were analysed. Structural equation modelling (SEM) was used to analyse the hypothesized relationships.

Findings

The results show that there exist positive relationships among intrapreneurship, psychological capital (PsyCap) and work engagement. Further, it was observed that the PsyCap partially mediates the relationship between intrapreneurship and work engagement.

Practical implications

Managers may not only encourage intrapreneurial behaviour in their organizations but also ensure that the employees are psychologically capable (high on PsyCap). It would enable the employees to engage themselves wholeheartedly into their work.

Originality/value

To the best of the authors' knowledge, this study is one of its kinds to relate intrapreneurship with PsyCap and work engagement.

Details

Management Decision, vol. 59 no. 6
Type: Research Article
ISSN: 0025-1747

Keywords

Book part
Publication date: 18 June 2004

Bostjan Antoncic, Melissa S Cardon and Robert D Hisrich

Entrepreneurship is an emerging and evolving field of inquiry. Entrepreneurship research has been expanding its boundaries by exploring and developing explanations and predictions…

Abstract

Entrepreneurship is an emerging and evolving field of inquiry. Entrepreneurship research has been expanding its boundaries by exploring and developing explanations and predictions of entrepreneurship phenomena in terms of events such as innovation, new venture creation and growth as well as characteristics of individual entrepreneurs and entrepreneurial organizations. The largest institutionalized community of entrepreneurship scholars – the Entrepreneurship Division of the Academy of Management – has developed an entrepreneurship specific domain that incorporates the creation and management of new businesses, small businesses and family businesses, and the characteristics and special problems of entrepreneurs; it has further identified major topics such as new venture ideas and strategies, ecological influences on venture creation and demise, the acquisition and management of venture capital and venture teams, self-employment, the owner-manager, management succession, corporate venturing, and the relationship between entrepreneurship and economic development. One growing entrepreneurship research sub-field is corporate entrepreneurship (intrapreneurship), i.e. entrepreneurship in existing organizations. Emerging in the past two decades, the initial research in corporate entrepreneurship focused on new business venturing, i.e. the formation of new ventures by existing organizations, mostly corporations, and the focus on the entrepreneurial individual inside a corporation – this focus was then extended to include entrepreneurial characteristics at the organizational level. Corporate entrepreneurship research has evolved into three focal areas. The first area of focus is on the individual intrapreneur (Jennings, Cox & Cooper, 1994; Jones & Butler, 1992; Knight, 1989; Lessem, 1988; Luchsinger & Bagby, 1987; McKinney & McKinney, 1989; Pinchot, 1985; Ross, 1987; Souder, 1981), mainly emphasizing the intrapreneur’s individual characteristics. The recognition and support of entrepreneurs in organizations is also a part of this focal area. The second area of focus has been on the formation of new corporate ventures (Burgelman, 1985; Carrier, 1994; Cooper, 1981; Fast & Pratt, 1981; Hisrich & Peters, 1984; Hlavacek & Thompson, 1973; Krueger & Brazeal, 1994; MacMillan, Block & Narasimha, 1984; Szypersky & Klandt, 1984; Vesper, 1990); this area’s primary emphasis is on the different of types of new ventures, their fit with the corporation, and their enabling corporate internal environment. The third area of focus is on the entrepreneurial organization (Burgelman, 1983; Drucker, 1985; Duncan et al., 1988; Hanan, 1976; Kanter, 1984; Kuratko et al., 1993; Merrifield, 1993; Muzyka, de Konning & Churchill, 1995; Pinchot, 1985; Quinn, 1979; Rule & Irwin, 1988; Schollhammer, 1981; Stevenson & Jarillo, 1990; Stopford & Baden-Fuller, 1994), which mainly emphasizes the characteristics of these organizations.

Details

Advances in Entrepreneurship, Firm Emergence and Growth
Type: Book
ISBN: 978-1-84950-267-2

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