This paper explores the creation and development process of an accelerator by a European business university, investigating the factors that led the university to found its own accelerator and that ...guided its set up process in terms of choice of focal activities and governance structure, as well as the mechanisms through which it creates value for its internal and external ecosystem. Relying on an in-depth case study approach, we conducted several interviews with members of the accelerator, key university stakeholders, and external partners. Our empirical evidence points to the existence of both internal and external drivers that led to the emergence of the university accelerator and suggests that its operating and governance structures were strategically designed to leverage the university’s internal strengths and resources and to balance integration and autonomy needs. It also underscores the key roles played by the top management of the university and by the internal champion in aligning views, building consensus, and negotiating solutions in this process. Finally, it reveals how by strategically orchestrating the relationships with internal and external stakeholders a university accelerator can build internal and external legitimacy and successfully balance the need of creating value for both the university and the broader ecosystem in which it operates.
•Universities engage in entrepreneurial activities as part of their third mission.•University based accelerators are a form of academic intrapreneurship.•By establishing accelerators universities foster their intrapreneurial capabilities.•Building accelerators requires orchestrating internal and external ecosystems.
Although ample evidence has shown that intrapreneurial activities of an employee (i.e. employee intrapreneurship) positively impact organizational outcomes, research on how these activities affect ...employee outcomes is scarce. Based on Job Demands-Resources theory, we hypothesized that employee intrapreneurship builds personal resources over time, which in turn, fosters work engagement. We conducted a two-wave study with a three-month time interval among a sample of public servants (N=351). Results of a latent change score analysis showed that employee intrapreneurship predicted a positive change in employees' personal resources over time, and personal resources predicted higher and more stable experiences of work engagement during the study period. Moreover, we found evidence for a positive gain cycle of employee intrapreneurial behavior, personal resources, and work engagement. The practical implication of our findings is that intervening to increase either one of these constructs can be expected to lead to mutual gains in the others.
•Employees' entrepreneurial behaviors build personal resources over time.•Personal resources stabilize experiences of work engagement over time.•Results provide robust support for core assumptions of the JD-R theory.•A latent change score approach provides novel intra-individual insights.
•We synthesize de novo social entrepreneurship and intrapreneurship research.•We develop how social entrepreneurial action changes in established organizations.•Social intrapreneurs uniquely ...innovate, allocate resources, and manage uncertainty.•Social intrapreneurs pursue dual purpose in organizations that are not fit for this purpose.
Social entrepreneurs are heralded for tackling entrenched social problems by approaching innovation, resource allocation, and the management of uncertainty in ways that escape the ability of established organizations. Although social entrepreneurship is manifested through the founding of new organizations or as entrepreneurial action inside established organizations, the latter has received far less scholarly attention to date. In this paper, we argue that the context of established organizations poses unique opportunities and challenges to individuals engaging in entrepreneurial action to address social problems, which remain hitherto unexplored. To advance our knowledge on social intrapreneurship, we integrate and synthesize the de novo social entrepreneurship and intrapreneurship literatures with a focus on how entrepreneurs in both contexts address the three core elements of entrepreneurial action: innovation, resource allocation, and uncertainty. In doing that, we offer a set of premises that conceptually develop entrepreneurial action by social intrapreneurs, and open avenues for future research.
Research on the topic of entrepreneurial orientation (EO) continues to proliferate. Nonetheless, the conceptualization and measurement of this construct are matters of ongoing discussion and debate, ...and construct-specific advice with respect to the generation high value-added EO research is sparse. This editorial is aimed at providing guidance to EO researchers in three areas: (a) EO’s conceptualization(s) and position as they relate to the larger set of corporate entrepreneurship-related constructs, (b) EO’s measurement challenges and possibilities, and (c) suggested guidance and directions for future EO research.
It is often argued that multinational corporations (MNCs) are in a unique position to innovate business models that can help to alleviate poverty. This empirical study into intra‐organizational ...aspects of pro‐poor business innovation in two MNCs suggests, however, that certain elements of their management frameworks – such as short‐term profit interests, business unit based incentive structures, and uncertainty avoidance – may turn into obstacles that prevent MNCs from reaching their full potential in this respect. We introduce the concept of intrapreneurial bricolage to show how middle manager innovators may promote pro‐poor business models despite these obstacles. We define intrapreneurial bricolage as entrepreneurial activity within a large organization characterized by creative bundling of scarce resources, and illustrate empirically how it helps innovators to overcome organizational constraints and to mobilize internal and external resources. Our findings imply that intrapreneurial bricolage may be of fundamental importance in MNC innovation for inclusive business. In addition to the field of inclusive business, this study has implications for the study of bricolage in large organizations and social intrapreneurship, as well for managerial practice around innovation for inclusive business.
Intrapreneurship or entrepreneurship? Parker, Simon C.
Journal of business venturing,
2011, 2011-1-00, 20110101, Volume:
26, Issue:
1
Journal Article
Peer reviewed
Open access
I explore the factors that determine whether new business opportunities are exploited by starting a new venture for an employer (‘nascent intrapreneurship’) or independently (‘nascent ...entrepreneurship’). Analysis of a nationally representative sample of American adults gathered in 2005–06 uncovers systematic differences between the drivers of nascent entrepreneurship and nascent intrapreneurship. Nascent entrepreneurs tend to leverage their general human capital and social ties to organize ventures which sell directly to customers, whereas intrapreneurs disproportionately commercialize unique new opportunities which sell to other businesses. Implications of the findings are discussed.
Organizations face continuous problems of survival and sustainability in the market, so innovation is vital for their growth. Entrepreneurship in the organization has been defined in various ways ...over the years, which has led to terminological confusion. Due to the innovation required by organizations for a proactive adaptation to the change and sustainability, intrapreneurship acquires special relevance for business development. Therefore, a literature review that considers intrapreneurship and the issues related to this concept is much needed. The search term ‘intrapreneur’ resulted in 312 articles published in WoS (Web of Science) between 1985 and 2021. These articles were analyzed using the VOSviewer software for the bibliometric analysis. The main authors and contributions in the area have been identified, in relation to the research objectives, enabling the generation of guidelines and proposals for future research.
The term 'social innovation' is used to describe a broad range of organizational and inter-organizational activity that is ostensibly designed to address the most deep-rooted 'problems' of society, ...such as poverty, inequality and environmental degradation. Theoretically, however, this presents challenges because many of the ideas and practices grouped under the label of social innovation may have relatively little in common. In this article, we outline a simple framework for categorizing different types of social innovation - social entrepreneurship, social intrapreneurship, and social extrapreneurship - which we believe provides a useful basis for theory building in this area. We also offer suggestions for future research with the potential to deepen, extend and refine our typology.
Higher Education Institutions (HEIs) are actively encouraged to strive toward entrepreneurial university status to enable them to deliver their third mission and create entrepreneurial graduates. To ...achieve these goals, HEIs engage in a wide range of entrepreneurial activities. In this paper, we posit that many of these activities could be categorized as intrapreneurship rather than entrepreneurship. We further posit that considerable benefit may be garnered by focusing on intrapreneurial activities if universities and HEIs are to progress and sustain their entrepreneurial university status. Our research focus is driven by assumption-challenging because, to date, scholarship has tended to attribute entrepreneurial university success solely to entrepreneurial activities, largely neglecting the intrapreneurial behaviours that drive them. Our core research question asks: What activities do HEIs engage in as part of their entrepreneurial university journey, and which of these could be categorized as intrapreneurial rather than entrepreneurial? We draw on a unique data set and adopt an in-depth, qualitative approach to critically examine the entrepreneurial activities of five HEIs in Finland, Germany, Ireland, Portugal, and Spain to highlight their intrapreneurial dimensions. Our findings make three important contributions: First, we enhance understanding of the nature and scope of the activities in which HEIs engage as part of their entrepreneurial university journey; second, we offer an analytical framework to highlight the intrapreneurial dimensions of activities traditionally deemed to be entrepreneurial; third, we signpost scholars toward promising avenues of future research in the context of intrapreneurship and the entrepreneurial university.
•Entrepreneurial HEIs engage in a range of different entrepreneurial activities.•HEI entrepreneurial activities have strong intrapreneurial dimensions.•Many entrepreneurial activities could be categorized as intrapreneurial or hybrid.•Intrapreneurship may appeal more to academics due to lower risk and more support.•3rd mission effectiveness could be enhanced by promoting intrapreneurship to staff.
Corruption and intrapreneurship Sánchez-Vidal, F. Javier; Ramón-Llorens, M. Camino; La Rocca, Maurizio
International business review,
02/2024, Volume:
33, Issue:
1
Journal Article
Peer reviewed
Open access
This work analyzes for the first time the impact of the perception of corruption on intrapreneurship. The Global Entrepreneurship Monitor (GEM) database and Transparency International information ...allowed us to implement a cross-country panel data analysis. The results show that the perception of corruption sands the wheels of intrapreneurship. The results take into account the low dispersion of the dependent variable and are robust to alternative proxies of corruption and different sets of control variables. As a further test, there is evidence of a quadratic relationship between corruption and intrapreneurship for less economically developed countries, which is indicative of differences in the aforementioned relationship for diverse levels of economic development.
•We analyze the impact of corruption on intrapreneurship.•Our results show that intrapreneurship is negatively affected by the perception of corruption.•This negative influence depends on a country’s level of development.
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