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The purpose of this paper was to explore the relationship between projects and intrapreneurial self-renewal activities. In particular,the approach a specific firm has made to renew itself is examined through two lenses commonly used to analyze such efforts – as a platform project and as an intrapreneurship effort based on intrapreneurial ambidexterity.

An in-depth case study was conducted in a manner that the contextually sensitive,empirical research for which Nordic studies are known. The common denominator in these studies is a fascination on the practitioners. In other words,what the project managers say and do are of particular interest. Initially,68 in-depth interviews were performed,which were complemented by observations and secondary information.

The platform project approach recognized chief project managers and requirement managers as essential elements in development. Further,it suggested there was no obvious champion in the project,nor did slack resources appear as a prerequisite. On the other hand,an intrapreneurship insight provided appreciation for the processes that developed for implementation.

It is argued that,flagship projects as studied here,in particular,infuse parallel and collective activities since such projects call for significant organizational self-renewal.

Intrapreneurship tends to be neglected at the expense of entrepreneurship. This study focuses on the former in a Swedish environment in which a major firm bets its future. Observations are interpreted in terms of both platform project and intrapreneurship concepts. We present and define the concept of intrapreneurial ambidexterity.

The purpose of this study is to critically examine and review the extant research on corporate entrepreneurship champions in the broader area of corporate entrepreneurship and to uncover the avenues for advancement of the scholarship with the purpose of engaging CE champions towards the upliftment of organisations in particular, and younger workforce in general.

In this study, authors employ bibliometric analysis through a review of 274 papers fetched from Web of Science and Scopus databases.

The authors set the agenda for future research and policy by elucidating research themes and potential research questions by bringing out twelve themes classified into five basic themes, three niche themes, three motor themes, and one key theme, while also providing the methodological inputs for carrying out this agenda.

This study adopts a unique lens of investigation in contextualising the role of self-efficacy, employee engagement, and career choice for the younger workforce.

The purpose of this paper is to explore how students, full-time and part-time, may be supported in becoming ambidextrous – developing “intrapreneurial” skills and capabilities, as well as being introduced to more typical “entrepreneurial” activities. It is proposed that both perspectives will be necessary for future graduates.

The paper highlights the fast-changing nature of the economic and employment context and the future requirements for graduate skills. It analyses and evaluates a framework of curricular and extra-curricular activities which has been developed to address future skills needs. The paper uses a case study to illustrate the issue.

The paper concludes that with increasingly flexible career paths, there is a need for graduates to be prepared for portfolio careers in which they move between employment and self-employment. The development of an independent mindset which can identify and exploit innovation is therefore important.

The paper outlines an approach that has been implemented in a UK higher education institution to the development of innovation skills which is responsive to a wider range of students than the conventional cohort of young, full-time students.

The paper highlights the importance of designing educational experiences which directly address students’ situations and experiences. It also identifies the role of work-based research in the development of an innovative mindset.

Trust in how projects are managed is important because leaders have the power to make decisions that impact project outcomes. Steering committees provide strategic direction and governance for projects and they support the project manager. The purpose of this paper is to study how steering committees contribute to governance and trust. More specifically, the aim is to explore, which steering committee features and governance mechanisms are important for building trust.

Empirical data were collected using in-depth interviews. The studied case concerns the Norwegian Navy’s experience with a steering committee in the project of building new frigates.

Findings show that the steering committee had a significant impact on governance and trust in the project. The identified governance mechanisms performed by the steering committee included: control and performance measurement, support, decision-making, relationship management, reporting, resource management, risk management and strategic focus.

Despite the limitations of studying only a single case, the findings may provide general learning, as well as important practical information and experience to managers interested in the role of the project steering committee.

The paper provides key managerial implications that project owners should take into account when organizing a steering committee. The analysis identifies composition, competence, authority, responsibility, commitment and continuity as steering committee features that contribute to building trust. Findings particularly highlight the choice to include external steering committee members to be successful.

This research extends the current understanding of how through different features and governance mechanisms a steering committee can build trust in the management of projects.

The purpose of this paper is to examine, explain, predict and guide the processes, mechanisms and outcomes of intrapreneurial behaviour to provide evidence that novelty ecosystems mediate the relationships between generative influence, positive deviance and intrapreneurial behaviour. It also enlightens the capacity of replicating the intrapreneurial best practices.

The study uses an integrated approach of entrepreneurship and complexity theories. Its subjects were full-time designated university employees in the Republic of Kenya. A total number of 244 employees were selected using snowball sampling technique from ten public and private universities in the Kenya. A self-administered questionnaire was used to collect data.

The structural equation modelling path analysis and the bootstrapping results confirmed full mediation of novelty ecosystems in the relationship between generative influence and intrapreneurial behaviour. The findings, further, verified that novelty ecosystems partially mediate the relationship between positive deviance and intrapreneurial behaviour.

Subjective appraisals were used, despite the fact that studied variables are ultimately based on what employees perceive. Future research should generate and include more objective measures.

Intrapreneurial behaviour can only be explained and predicted through novelty ecosystems. University leaders need to fully understand and facilitate novelty ecosystems.

A deeper understanding of the power of generative influence, positive deviance and novelty ecosystems will not be fully realized until researchers devote as much energy and attention to facilitation as has been devoted to conflict.

This study extends existing intrapreneurial research into complexity approach.

Conventional wisdom posits that firms in slow clockspeed industries usually favor exploitation over exploration, prioritizing the need to increase efficiency, reduce costs and invest in process improvements. However, what happens when such firms face structural changes in the long run? The authors claim that even firms in slow clockspeed industries should be ambidextrous, that is, they should develop both exploration and exploitation capabilities. Supply chain (SC) managers are key players in enabling organizational ambidexterity. This paper aims to identify the abilities that characterize the ambidextrous SC managers.

The authors collected data from an in-depth case study through ethnographic research, non-participant observation and interviews with SC managers at a Brazilian chemical firm embedded in a slow clockspeed network of clients. These longitudinal data were used to demonstrate the process of implementing new projects in an SC department.

The authors propose a set of key abilities that enable ambidexterity in SC managers for them to contribute effectively to the SC exploration and exploitation practices: a holistic yet focused view; prior experience in multiple functional areas; technical knowledge; openness towards network connectivity; openness to sharing ideas with other managers; empathy; and entrepreneurial capabilities.

This paper contributes to the SCM ambidexterity literature by bringing to light the abilities of successful ambidextrous SC managers. The seven abilities identified are discussed. The authors formulate theoretical propositions on how these abilities enable SC managers’ ambidexterity.

This study provides SC managers with the knowledge of a set of individual abilities they should develop among their SC personnel to offer a more suitable environment in their departments for ambidexterity to take place. In addition, these abilities can be used as screening criteria in personnel selection processes to increase the proportion of ambidextrous employees within the firm. The identified characteristics could also be used as recruitment criteria for managerial positions in SCM.

This research advances SC literature by studying SC managers through the lens of the organizational ambidexterity literature. Using a combination of case study, non-participant observation and ethnographic research, the authors derive a set of propositions for the characteristics of ambidextrous SC managers.

This study aims to reveal the effect of the two international intrapreneurship activities of employee strategic renewal behaviour and new business venture behaviour on small and medium enterprises (SMEs)’s export performance with the direct and indirect effects of transformational leadership, international entrepreneurial orientation and internal corporate social responsibility (CSR) practices.

The study sample consists of 461 employees at 168 Vietnamese import and export SMEs in the Ho Chi Minh City of Vietnam. The data is analysed by structural equation modelling.

The paper reveals that the two international intrapreneurship activities of employee strategic renewal behaviour and new business venture behaviour significantly contribute to SMEs’ export performance. Transformational leadership, internal CSR practice and international entrepreneurial orientation positively and significantly direct influence the two international intrapreneurship activities. The effects of transformational leadership on international intrapreneurial behaviours are partially mediated by firm internal CSR practices and international entrepreneurial orientation.

Firms would have to form the architecture and mechanisms to apply internal CSR and international entrepreneurship orientation for supporting the dedication of international intrapreneurship with a transformational leadership base.

The study contributes to the body of knowledge on international business by integrating resource-based view theory and dynamic capabilities theory in a way that benefits entrepreneurship and SMEs’ export performance.

Intrapreneurship (IP) and Strategic Human Resource Management (SHRM) are a paradigm in which the current global scenario of increased homeoffice and professional globalization can have the capacity to stimulate professionals’ autonomy and new business orientations able to re-invent new strategies, services, technologies and even leadership development. This study, of an exploratory nature, aims to analyze the synchronicities between IP and SHRM, raised by relational dynamics translated into leadership, organizational culture and individual practices having as a facilitating factor technology as an agent of change for continuous improvement (based on the Kaizen philosophy). It is supported by a qualitative analysis through a case study of a leading Portuguese group, Grupo Salvador Caetano, which has been in existence for 75 years.

The results demonstrate that dynamic relations are the synchronicities of IP and SHRM as long as stimulated and transmitted to collaborators, and that technology, facilitated these processes. The flexibility of SHRM, the sequence of delegation and implementation of relational dynamics must be the key for the synchronicities of SHRM and IP to be two phenomena that go side by side and contribute to more effective performance and evolution among collaborators, as they support each other in creating firms’ value for customers. Some contributions to theory and practice, raised through a logic of “in-house entrepreneurship,” are also presented at the end of the study.

Using trait activation theory (TAT), this paper aims to empirically assess that work drive (WD) personality characteristics of employees will express better towards intrapreneurial behaviour (IB) outcomes in higher levels of job autonomy (JA) at the workplace.

Using cross-sectional design, a total of 258 engineering employees from the automotive industry of Pakistan were surveyed. The partial least square structural equation modelling (PLS-SEM) statistical method was used to evaluate the hypothesised theoretical model.

Statistical results revealed a significant and positive relationship between WD and IB. WD personality was also found to be activated with its interplay with JA for personality expression towards IB.

The present study offers a deeper insight into the interplay of organisational and individual factors as determinants of IB of employees. The study's findings suggested the importance of the rightful application of organisational situational cues in person–situation interaction for positive workplace behaviours by employees. Personality assessment of employees and their interplay with situational cues, as per conceptualisation of TAT, can assist the corporations towards enhanced levels of employees' behavioural tendencies towards intrapreneurship.

The application of TAT from the present study's perspective is novel theoretically as the literature on the activation of personality traits towards IB outcomes is non-existent. Also, the assessment of situational cues in JA will open avenues for organisational behaviour researchers to seek more organisational situational moderators for their assessment of various personality–outcome relationships in diverse contexts to activate personality traits.