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1 – 10 of 697Georgiana-Alexandra Badoiu, Mercedes Segarra-Ciprés and Ana B. Escrig-Tena
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…
Abstract
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 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.
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Rahma Chouchane and Étienne St-Jean
Based on self-determination theory and the perspective of person-job fit, this study aims to determine the configurations of situations in which the person-intrapreneurship fit…
Abstract
Purpose
Based on self-determination theory and the perspective of person-job fit, this study aims to determine the configurations of situations in which the person-intrapreneurship fit and psychosocial factors that lead to different types of motivation.
Design/methodology/approach
The data were collected from 199 employees of four Quebec small and medium-sized enterprises (SMEs) and analyzed by a configurational approach using the Qualitative Comparative Analysis (QCA) method.
Findings
The results indicate that for intrapreneurs to operate autonomously, it is crucial that they do not experience job anxiety. Intrapreneurial self-efficacy is required when intrapreneurship is voluntary (strong fit) but not when forced (poor fit). In forced intrapreneurship, organizational support is central to self-determination. Thus, regardless of self-efficacy, the model suggests autonomous motivation is possible in forced intrapreneurship if the employee has organizational support and lacks anxiety.
Practical implications
These findings underscore the imperative for organizations to prioritize the psychological well-being of their employees, particularly when engaging them in intrapreneurial projects. Additionally, managers can foster autonomous motivation by encouraging favorable behaviors such as intrapreneurial behavior (IB) and providing essential support, particularly when these projects may not align with employees' ambitions and intentions.
Originality/value
This study offers a novel perspective on the role of person-job fit in the specific context of intrapreneurship, based on a new categorization of fit based on the disparity between employees' intrapreneurial intention and actual intrapreneurial behavior. It provides unique theoretical and practical insights into fostering autonomous motivation through the lens of person-intrapreneurship fit.
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Yariv Itzkovich, Sibylle Heilbrunn and Niva Dolev
In the current study framework, the authors test the underlying assumptions of affective events theory concerning the impact of job satisfaction and job insecurity driven by…
Abstract
Purpose
In the current study framework, the authors test the underlying assumptions of affective events theory concerning the impact of job satisfaction and job insecurity driven by incivility on intrapreneurial behaviour.
Design/methodology/approach
Data were collected with a sample of 510 employees from five organisations. All hypotheses were tested via SmartPLS3. Additionally, a distinction between formative and reflective measures was performed.
Findings
Findings revealed that incivility decreases intrapreneurial behaviour, mediated by job satisfaction and job insecurity. Additionally, this study’s results show that the relationship between job satisfaction and job insecurity and intrapreneurial behaviour distinguishes unionised employees from employees who are not unionised.
Research limitations/implications
The cross-sectional nature of the present data precluded definitive statements about causality. Additionally, further studies should increase the sample size and include an international perspective to ensure the overall generalisability of the results.
Practical implications
Practically, this study’s findings point to the need for organisational management to understand better underlying employees' perceptions and their antecedents and consequences.
Originality/value
The study results contribute to the literature by testing the core assumptions of affective events theory and by extending the affective events theory model, incorporating contextual influences on the relationship between attitudes and behaviours. The authors also show for the first time that incivility can be directly (compared to indirectly) linked to emotional-based responses, but not to those responses driven by cognitive appraisals. Thus, the study also contributes to the incivility literature and the understanding of various antecedents and consequences of incivility. Additionally, this study addressed the notion of formative versus reflective measurement models for the first time relating to incivility and intrapreneurial behaviour, allowing for more sensitive and less biased results. Herein lies an additional methodological contribution.
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Batia Ben Hador and Galit Klein
With increases in life expectancy, age diversity has emerged as a common feature of organizations. The purpose of this paper is to focus on the connection between employee age…
Abstract
Purpose
With increases in life expectancy, age diversity has emerged as a common feature of organizations. The purpose of this paper is to focus on the connection between employee age, intrapreneurial behaviors (i.e. introducing new ventures inside an organization), intra-organizational social capital (SC) and their connection to employee performance.
Design/methodology/approach
A paper-based survey was distributed among 617 participants from five organizations. Three organizations operate in the industrial industry, while the other two operate in the service field.
Findings
The findings show that intrapreneurial behaviors moderate the positive connection between age and performance. That is, among employees engaged in intrapreneurship, older workers evaluated their performance more highly compared to their younger counterparts. However, among workers who did not participate in intrapreneurship, younger employees evaluated their performances as higher compared to older workers. The authors also found that age was negatively connected to intrapreneurial activities, and this connection was mediated by intra-organizational SC.
Originality/value
The results of this study highlight the contribution of older employees to intrapreneurial activities and organizational performance while pointing to obstacles that may inhibit them from participating in intrapreneurship. The results have both theoretical and practical implications, which can aid HR managers in their attempt to establish a positive age-diversity climate.
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The present study aimed to investigate the relationship between employee perceived internal corporate social responsibility (CSR) practices and pharmaceutical firms' performance…
Abstract
Purpose
The present study aimed to investigate the relationship between employee perceived internal corporate social responsibility (CSR) practices and pharmaceutical firms' performance with the mediating role of employee intrapreneurial behaviour.
Design/methodology/approach
The study sample consisted of 607 employees at pharmaceutical firms in Ho Chi Minh City of Vietnam. The data was analysed by a structural equation modelling (SEM).
Findings
The results revealed that the model fitted well into the empirical data considering the goodness-of-fit measures. The estimates results revealed the significant total effects of employee perception of internal CSR practices on pharmaceutical firms' performances through the influencing mechanism of employee intrapreneurial behaviour.
Practical implications
Employee welfare is a fundamental factor for organisational performance. Ethical organisations might yield prosperity through innovation employee behaviour. Firms should build the structure and mechanism to implement internal CSR and support the commitment of intrapreneurship.
Originality/value
The study investigates how employees respond to internal CSR practices and contribute to firm performance through employee intrapreneurial behaviour.
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Seyed Hadi Razavi and Kamarulzaman Ab Aziz
The purpose of this paper is to examine the relationship between entrepreneurial orientation (EO) and intrapreneurial intentions among knowledge workers in the Iranian R&D sector…
Abstract
Purpose
The purpose of this paper is to examine the relationship between entrepreneurial orientation (EO) and intrapreneurial intentions among knowledge workers in the Iranian R&D sector using transformational leadership (TL) as a moderator and to also investigate the extent of the knowledge workers’ intrapreneurial intentions.
Design/methodology/approach
The research was tested as a cross-sectional survey of knowledge workers involved in the R&D centers in Iran under the Society of the Centers for Research. The sampling method in this study was based on simple random sampling. Finally, 380 valid questionnaires were collected from 48 R&D centers of different industries.
Findings
The findings of this study reveal that except for the “need for achievement (NFA),” other variables such as “innovativeness,” “proactiveness,” “risk taking,” and “networking” had a significant and positive relationship toward “intrapreneurial intention.” Moreover, it was found that “TL” had a moderating role in the relations between innovativeness, proactiveness, and risk taking with intrapreneurial intention; however, TL did not have a moderating role in the relations between NFA and networking with intrapreneurial intention.
Research limitations/implications
Reliance on cross-sectional questionnaires instead of an experimental design imposes caution about the relationships between the predictors and intrapreneurial intention.
Originality/value
This paper is one of the few studies on the EO at the individual level with new dimensions on the intrapreneurial intention, which examined moderating role of TL at this relationship, which took place in Iranian R&D sector.
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Sunayana Kumar and Rakhshanda Parveen
This paper evaluates the factors that help in enabling the intrapreneurial behaviour amongst the employees according to their importance. This study will evaluate the relationship…
Abstract
Purpose
This paper evaluates the factors that help in enabling the intrapreneurial behaviour amongst the employees according to their importance. This study will evaluate the relationship between these factors and intrapreneurship. It will also provide a significant contribution in understanding what it takes to be among India's best companies.
Design/methodology/approach
This study incorporates a quantitative approach where the data has been collected through the “Great Place to Work” Institute's list of top companies in India to work for. The final sample included 109 employees from 50 companies. Correlation and regression analyses are used for data analysis.
Findings
The results indicated that there is a positive and significant effect of the environment and organizational factors on intrapreneurship. Within the individual factors, management support in organizational factors and technological opportunities present in the market (environmental factors) are perceived as the most important factors for intrapreneurial activities. Additionally, “self-renewal activities” are considered as an important intrapreneurial activity for the respondents.
Originality/value
The results of this study are significant because the sample is taken of the companies already known for their workplace culture. This helped in cross-validating the results.
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Jana Deprez, Ellen R. Peeters and Marjan J. Gorgievski
This paper seeks to identify how intrapreneurial self-efficacy (ISE) grows in a group of graduate students during their internship. We investigate which agency and structure…
Abstract
Purpose
This paper seeks to identify how intrapreneurial self-efficacy (ISE) grows in a group of graduate students during their internship. We investigate which agency and structure factors shape their experience and stabilize or help grow their ISE and how this evolves in the course of their internship.
Design/methodology/approach
We conducted group interviews with 49 last year master students of a large Belgian university during their seven-month internship. We focused on those interns with low starter ISE to better understand which factors aid or hinder ISE development.
Findings
Our results show that students who did not experience ISE growth were less aware of their own agency factors, lacked supportive colleagues and experienced a misfit with their supervisors. Students who did grow their ISE did so mostly because of an initial experimentation phase, which was structured by their supervisor. This created a positive spiral where they started feeling increasingly better and able to act intrapreneurially.
Originality/value
With this study, we contribute to the extant literature in two main ways. First, we use a graduate employability lens to study the genesis of ISE. As such, we are amongst the first to investigate how education can nurture intrapreneurship and which agency and structure factors are particularly important for this. Second, we take a qualitative process approach, rather than a static and quantitative focus of most entrepreneurial education studies. As such, we gain better knowledge to the drivers of ISE at students first steps and during their internship.
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Change is normal in a healthy economy, and is intrinsically driven by continued acquisition of new knowledge – both scientific and otherwise (Drucker, 1985). Continued…
Abstract
Purpose
Change is normal in a healthy economy, and is intrinsically driven by continued acquisition of new knowledge – both scientific and otherwise (Drucker, 1985). Continued acceleration of knowledge attainment provides context for what is arguably the twenty-first century’s single most critical socioeconomic characteristic: rapid change and continuous disruption of the free market (Carlson and Wilmot, 2006). In this unstable landscape, even the most resilient and successful companies, despite applying sound business management principles, are not immune to gradual erosion of their positions of growth and dominance (Christensen and Raynor, 2003). The life span of the average organization is shrinking, and a mainstay of past generations – “lifetime employment” – is no longer the status quo (Carlson and Wilmot, 2006, pp. 34-35).
Design/methodology/approach
Employees who wish to become leaders in the twenty-first century must develop the capability to exploit opportunities generated by the external pace of change and turn those opportunities into growth avenues for their organizations. Employees who master this process, and adopt the behaviors that drive it, will find themselves highly desirable to employers and in possession of a new version of the lifetime employment guarantee that stems from continuously creating value for their organizations. By understanding the relationship between innovation and organizational growth, organizations can better cultivate and leverage the multifaceted role that intrapreneurs can play in understanding the market, delivering value to the customer and formulating strategy.
Findings
Many organizations do not have the human resource capacities needed to create new growth. Managers at most established organizations have focused by necessity mainly on current operations. Doing this allows them and their employees to develop operational skills for solving problems related primarily to quality and cost-control, or to process implementation – but not for starting new growth areas (Christensen and Raynor, 2003, p. 179). While managers’ current responsibilities are important, this workload draws them away from focusing on new opportunities for the sake of monitoring current ones. The problems encountered and skills required for intrapreneurial action are very different from those needed to conduct “business as usual” operations; however, the capacity and skillset is critical to develop so that the organization as a whole can experience long-term growth. Therefore, organizations need intrapreneurial leaders who have learned and practiced these skills through experience – leaders who demonstrate not only a deep knowledge of their market and how to create new customer value, but also a sustained commitment to turning that knowledge into a real source of growth for their organization. Fortunately, there is incentive for both organizations and employees to progress in this direction.
Originality/value
Organizations will benefit from the longevity provided by new growth if they make efforts to promote and foster intrapreneurial behavior by their employees and managers. Managers and employees, in turn, will benefit by becoming leaders who find themselves more and more employable, as organizations shift to hiring people who possess intrapreneurial skills. The significant value here is that innovation facilitated by intrapreneurs practically enhances organizational growth overall. The result is a future of growth and opportunity for both individuals and organizations alike, in which both the knowledge and the passion of intrapreneurial leadership light the way through the unfamiliar business environment of the twenty-first century.
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Muhammad Farrukh, Fanchen Meng and Ali Raza
A leader's job is not to put greatness into people, but rather to recognize that it already exists and to create an environment where that greatness can emerge and grow (Smith…
Abstract
Purpose
A leader's job is not to put greatness into people, but rather to recognize that it already exists and to create an environment where that greatness can emerge and grow (Smith, 2014). Based on Brad Smith's quote, the purpose of this study is to investigate the role of the leader's expectations, leader-member exchange (LMX) and organizational climate for innovation in fostering the intrapreneurial behavior (IB) of employees.
Design/methodology/approach
Data were collected from employees and their supervisors working across industries such as pharmaceutical, chemical, engineering and manufacturing. Collected data were then analyzed using the structural equation modeling technique.
Findings
The authors’ results show that LMX and leaders' expectations are positively linked to employees' IB. Moreover, this association is mediated by organizational climate.
Practical implications
This study's findings contribute to the literature on intrapreneurship and may also help practitioners formulate interventions to foster IB in organizations that will ultimately lead to higher performance.
Originality/value
This study attempted to investigate the effect of LMX and the Pygmalion effect on IB through employees' perception of organizational climate for innovation. The literature in this field is scarce and theoretical development is weak because traditional collaborative or participative leadership approaches are more relevant to an outcome than innovation.
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