•We examine different intrapreneurial behavioral components in order to build an intrapreneurship intervention.•We draw on interviews with 94 employees and a quasi-experimental research design of 190 ...employees in existing teams.•Our analyses show that intrapreneurial behavior in the intervention group is higher immediately after the intervention and three months later, compared to the control group.•Our theorizing demonstrates the positive contribution of using positive psychology interventions to develop intrapreneurship in employees.
Intrapreneurial behavior is more and more valued in today's society. However, actually instigating this behavior in individuals is challenging. Drawing upon the theory of planned behavior, we investigate which behavioral components in employees help develop positive intrapreneurial norms, attitudes, perceived behavioral control, intentions and behavior. This work comprises two studies: a first qualitative study with 94 employees to determine twenty intrapreneurial behavioral components. Then, we create and test an intervention in a second study in ten existing teams with 90 employees undergoing a one-month intervention and 100 in a control group. Our results show that our intervention group indeed becomes better in intrapreneurial attitudes, perceived behavioral control, intention, and behavior, compared to the control group, immediately and three months after the intervention. This while contextual turbulence causes a decrease in the intrapreneurial behavior of the control group. To our knowledge, this paper is the first to create an intrapreneurship intervention, and to investigate behavioral components of intrapreneurial behavior.
Purpose
The purpose of this paper is to examine the leadership expectations of young employees in intrapreneurial jobs.
Design/methodology/approach
Group interviews were conducted with 42 young ...intrapreneurs and 13 leaders of a Dutch ICT consultancy firm. Data were coded and analyzed using qualitative data analysis software.
Findings
The authors find ten different expectations on leadership. Young intrapreneurs expect to have a personal connection, sufficient feedback, ample freedom, and trust, clear directions when asked and a leader who is a role model.
Research limitations/implications
This qualitative study was conducted in one organization. It however sheds a first light on expectations of employees with intrapreneurial job requirements.
Practical implications
In order to motivate and guide young intrapreneurs, direct supervisors should aim not to breach expectations. By getting to know their employees on a personal basis, taking the time to coach them in their career goals, showing intrapreneurship themselves, focusing on an open relationship, and providing a challenging and dynamic environment, direct supervisors build a strong and cooperative relationship.
Originality/value
This paper is one of the first to look at the relationship between direct supervisors and intrapreneurial employees. Doing so, it also expands the current knowledge of Implicit Leadership Theory by exploring expectations of young intrapreneurs and adds to the full-range leadership theory by showing the importance of investigating its subdimensions.
Drawing from Conservation of Resources theory, this study examines the hitherto unexplored mediating role of relational conflict in the link between interpersonal justice and commitment to change, as ...well as how social interaction might moderate this mediating effect. Data were captured from employees directly affected by a large‐scale restructuring in a European‐based organisation. The analyses show that interpersonal justice positively affects commitment to change and that relationship conflict fully mediates the relationship. Further, social interaction moderates both the interpersonal justice–relational conflict and the relational conflict–commitment to change relationships, such that they get invigorated at higher levels of social interaction. The findings also reveal that the indirect effect of interpersonal justice on commitment to change, through relational conflict, is more pronounced at higher levels of social interaction, in support of a moderated mediation effect. These findings have significant implications for research and practice.
In today’s turbulent business environment, innovation and organizational renewal are key. Employees are encouraged to act as intrapreneurs (entrepreneurs within their employing unit or organization) ...and instigate change from the bottom up. However, accomplishing this company wide is highly challenging. In this article, we examine the case of Wehkamp, a Dutch e-tailer that overcame these challenges and succeeded in creating a flourishing climate for intrapreneurship. We describe the three-step chronological process for intensive change wherein the initiatives of some intrapreneurs can produce widely held organizational value for intrapreneurship. Key to this change process are three insights: (1) Team leaders can feed the incremental and radical initiative of the few; (2) top management can give meaning and guard fairness to stimulate overall intrapreneurship; and (3) corporate entrepreneurship can be used to continuously revive widespread intrapreneurship. Organizations seeking to encourage intrapreneurship from their employees can benefit from these guidelines.
PurposeThe purpose of this study is to investigate the relationship between engaging leadership and open conflict norms in teams, with work engagement. A mediating role of basic needs satisfaction ...between these relations is proposed based on self-determination theory.Design/methodology/approachStructural equation modeling was used with 133 employees who rated their leader, their team and their own basic need satisfaction and engagement to analyze the direct and indirect effects simultaneously.FindingsThe analysis confirmed that both engaging leadership and open conflict norms had an indirect effect on work engagement through basic needs satisfaction. Furthermore, engaging leadership was positively related with open conflict norms.Research limitations/implicationsThe current study adds to the validation of engaging leadership as it confirms that engaging leaders strengthen work engagement through basic need satisfaction. Furthermore, it shows that not only the leader is important, but the team can impact their well-being through the creation of other social resources as open conflict norms.Originality/valueThis paper provides evidence that not only leaders are important to increase work engagement through basic needs satisfaction but also other social resources, such as conflict management. This offers a brand new perspective and opportunities on how to increase work engagement using social resources as conflict management.
PurposeThis 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/approachWe 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.FindingsOur 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/valueWith 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.
Upon graduation, students make the decision to either become an entrepreneur or an employee. Numerous studies have thus investigated personal and environmental factors that impact this decision. As ...cognitive styles have become more and more important in determining individual and organisational behaviour, and as they are presumed to provide new valuable insights over and above other personal factors, they provide the ideal focus to further explore this career choice. In this article, we aim to explore how creating, planning, and knowing cognitive style relate to entrepreneurial attitudes, intentions, and career choices. Using the Theory of Planned Behaviour, in a first sample, we investigate the direct and indirect impact that cognitive styles have on entrepreneurial intention through attitudes. In our second sample, we look at how career preferences for entrepreneurship or a more traditional career as an employee are affected by cognitive styles. Using structural equation modelling analysis, this study finds evidence for the importance of creating cognitive style on entrepreneurial outcomes. Additionally, we find evidence for the relationship between planning cognitive style and wanting to be an employee. Knowing style does not lead to either preference. This paper extends the current knowledge on cognitive styles and entrepreneurship by analysing the impact of other cognitive styles than the predominantly used innovative styles and by also exploring its impact on important antecedents of entrepreneurial intentions, such as entrepreneurial attitude and career preferences.
In this study, we invoke a social identity and job resources perspective to investigate the impact of an organization's internal and external employer brand images on employee absenteeism. ...Specifically, using workforce samples of 56 Belgian companies (n = 12670) and a second independent study sample (n = 4461), we assess the relative importance of the internal employer brand image (i.e. employee perceptions) and the external employer brand image (i.e. non-employee perceptions) in predicting the absenteeism rate in these organizations. Results show that corporate absenteeism decreases as internal (employee) views and external (non-employee) views of the organization decline. Results further show that the external employer brand image may be a more important driver of absenteeism than the internal employer brand image. Such results highlight that an organization's external image may be a strong antecedent of important internal organizational behavior outcomes.
•Subject motion in dMRI leads to a set of scattered slices with unique contrast.•We introduce a slice-to-volume reconstruction framework for multi-shell HARDI data•Based on a data-driven ...representation as spherical harmonics and radial decomposition (SHARD).•The method is evaluated in test-retest scans and in the neonatal dHCP cohort.•Results show robust reconstruction in severely motion-corrupted scans.
Diffusion MRI offers a unique probe into neural microstructure and connectivity in the developing brain. However, analysis of neonatal brain imaging data is complicated by inevitable subject motion, leading to a series of scattered slices that need to be aligned within and across diffusion-weighted contrasts. Here, we develop a reconstruction method for scattered slice multi-shell high angular resolution diffusion imaging (HARDI) data, jointly estimating an uncorrupted data representation and motion parameters at the slice or multiband excitation level. The reconstruction relies on data-driven representation of multi-shell HARDI data using a bespoke spherical harmonics and radial decomposition (SHARD), which avoids imposing model assumptions, thus facilitating to compare various microstructure imaging methods in the reconstructed output. Furthermore, the proposed framework integrates slice-level outlier rejection, distortion correction, and slice profile correction. We evaluate the method in the neonatal cohort of the developing Human Connectome Project (650 scans). Validation experiments demonstrate accurate slice-level motion correction across the age range and across the range of motion in the population. Results in the neonatal data show successful reconstruction even in severely motion-corrupted subjects. In addition, we illustrate how local tissue modelling can extract advanced microstructure features such as orientation distribution functions from the motion-corrected reconstructions.
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