2 01 5
AIPGlobal.co
0
The Science of
Intrapreneurship
1
Insight Team .
AIPGLOBAL.co
AIPGlobal.co Team TTeam
Marcel Weder
Fabian Hoehr
Esther Mwema
Head of Business Marketing Manager Head of Strategy & Development Innovation marcel@aipglobal.co fabian@aipglobal.co esther@aipglobal.co
www.AIPGLOBAL.co 121 Bangna Trad Road, Dok Mai, Pravet, Bangkok 10250, 2 THAILAND.
1
INTRAPRENEURSHIP AS A DISCIPLINE 4 1.1 Term Definition 1.2 Comparison to Entrepreneurship 1.3 Historical Overview 1.3.1 Early Development 1.3.2 Recent Development
INTRAPRENEURSHIP 9 AS A SUCCESS FACTOR 2.1 Benefits for Corporations 2.2 Practical Examples
3
2
HOW TO ESTABLISH INTRAPRENEURSHIP 15 3.1 Organizational Characteristics 3.2 Identifying Intrapreneurs
Content
CONCLUSION 19
3
3
1. Intrapreneurship as a Discipline
“The Macintosh team was what is commonly known as intrapreneurship… a group of people going, in essence, back to the garage, but in a large company.” [1]
1.1 TERM DEFINITION
Source: Gifford Pinchot (2011) [4]
The term intrapreneurship is a compound word that is derived
from
the
words
“entrepreneurship”
THE 10 COMMANDMENTS
and
Due to their closeness to reality and as
“intracorporate”. As its name implies, the concept describes
a consequence thereof the possibility
employees who act as entrepreneurs while working within the framework of a corporation. One of the most common definitions for the intrapreneur as a person executing
for people to relate to them, Gifford’s ten
commandments
became
very
popular and can be seen as the concept’s foundation stone. Subsequently, Gifford added the following six com-
intrapreneurship stems from Gifford Pinchot, who has
mandments to the original ten[4]:
originally coined the concept. Pinchot referred to intrapre-
Ask for advice before asking for resources.
neurs as “those who take hands-on responsibility for creating innovation of any kind, within a business"[2] (Pinchot
Express gratitude.
1984). In order to secure a contemporary perspective, a
Build your team; intrapreneuring
more current definition will be added. In 2015, Cambridge University Press
defined entrepreneurship as “the will-
ingness or ability of people within a large company to take
is not a solo activity.
Share credit widely.
Keep the best interests of the company and its customers in
direct responsibility for turning ideas into profitable new
mind, especially when you have to bend the rules or circumvent
products, services, businesses”.[3] However, in order to get a real understanding of the essence of intrapreneurship, the “Intrapreneur’s Ten Commandments”, developed and stated by Pinchot, will probably do a better job than any generic definition.
the bureaucracy.
Don't ask to be fired; even as you bend the rules and act without permit.
4
Bringing
the
points
listed to their gist, one might
conclude
that
both intrapreneurs and entrepreneurs aim to establish new business ventures by means of creative and innovative strategic
operations.
Doing so, intrapreneurs carry a limited risk and have access to corporate resources. On the downside intrapreneurs Source: UMCFE Center for Entrepreneurship
[5]
will not exclusively be entitled to the rewards
1.2 COMPARISON TO ENTERPRENEURSHIP
stemming
from
their
efforts, as intellectual Intrapreneurship is closely connected to the better-known field of entrepreneurship. There are important characteristics that are shared by both concepts, whereas other elements clearly take
rights
are
assured
usually to
the
company.
the discipline of intrapreneurship apart from its counterpart entrepreneurship. The following chart gives a brief overview between the two concepts: Similarities Recognizing and defining business opportunities
Differences Intrapreneurs do not have carry any risk other that career related risk
Need of a unique business concept taking the form of a product, process or service
Intrapreneurs do not own the concept and intellectual rights connected to the business
Requirement of the ability to balance vision with managerial skill, passion with pragmatism and proactiveness with patience
Potential rewards for an intrapreneur are more limited than for an entrepreneur
Involve concepts that are in the formative stage and that need continuous modification
An intrapreneur’s venture is more flexible and able to deal with strategic mistakes
Aim of value creation for a customer
An intrapreneur’s venture is protected from outside forces or influence
Involve risk and therefore require risk management strategies
Intrapreneurs have the possibility to revert to financial resources and knowledge from the company 5 Intrapreneurs use company resources for risky ventures
Need of creative strategies in order to leverage resources
while entrepreneurs use their private means Source: Morris & Kuratko, 2000[6]
1.3 HISTORICAL OVERVIEW 1.3.1 Early Development
“The skill of acting as an intrapreneur contributes to a company's’ success beyond the boundaries of a job description.”
As mentioned in chapter 1.1, the term intrapreneurship has been coined by Gifford and Elizabeth Pinchot. While attending Tarrytown School for Entrepreneurs in New York, Gifford Pinchot and his wife wrote a paper with the title Intra-Corporate Entrepreneurship[7]. In 1982 then, Norman Macrae accredited the conceptualization of the intrapreneur to Gifford in his article appearing in the April edition of The Economist[8]. In 1985, Pinchot revisited
Firstly, one recent trend charac-
1.3.2 Recent Development Having explained the early development of intrapreneurship, the following parts will focus on current issues influencing the relevance of the concept. Recently, there has been a rapid increase in the importance of the concept of intrapreneurship
the topic of intrapreneurship with his milestone book Intrapreneuring[9]. The topic received additional awareness due to Steve Jobs article in the Newsweek, in which he described the development team of the Macintosh (today know as apple’s flagship Mac) as an example for intrapreneurin[1] (see introduction quote). In the following, the term intrapreneur has finally been officially acknowledged when the American Heritage Dictionary incorporated the word[10].
[11]
. There
are numerous reasons accounting for this fact, the most relevant of which will be presented in the following. Doing so, the focus will be on both, the employees as individuals as well as companies as the framework to conduct intrapreneurship.
Increasingly competitive labour market
terising the current workforce is the increase in the proportion of potential employees holding a college degree[12]. The next table illustrates the global development of the proportional amount of people
enrolled
in
tertiary
education (see next page).
Having depicted an increase from 44% to 51% in the time period
The intensification in competition that characterises today’s
between 2005 and 2013, the indi-
global labour market is a factor that suggests an increase in the
vidual case of Thailand proves
relevance of intrapreneurship experienced by the workforce. This
that
phenomenon is mainly based on two current developments.
does not only concern Western
this
countries[13].
academization-trend
6
The
increase
complicates
the
companies,
as
in
college-degree recruitment
the
holders
process
potential
Percentage Tertiary School Enrolment
for
employees
become less distinguishable. In line with that, ambitious people striving for challenging and rewarding positions need to find alternative ways in order to set themselves apart from the crowd of applicants. Source: The World Bank (2015) [13]
“Again, intrapreneuring as a so far rare ability will be a great chance for potential employees to incorporate a substantial advantage into their profile.” The skill of acting as an intrapreneur and in
As part of the implementation of AEC, which
this way contribute to the company’s suc-
is supposed to take place within this year
cess beyond the boundaries of one’s individ-
(FY 2015), the flow of skilled labour will be
ual job description provides a perfect oppor-
freed among ASEAN member states.
tunity to go this extra mile. Including well-developed countries such as Secondly, the advancing globalization and
Singapore or Malaysia and having a total
the concomitant liberalization of the labour
population of more than 600 million people,
markets have profound consequences for
the liberalization of ASEAN’s labour markets
the current generation of workers.
will have major implications on all the member state’s domestic workforces.
This is a matter that concerns Southeast Asian countries in particular. While western
Apart from upcoming opportunities, potential
countries have already opened their bound-
employees will also face a huge increase in
aries and eased the free flow of human la-
competition during their job hunting[14]. As
bour, this is a process just beginning in the
such, exceptional qualifications that enable
ASEAN region.
employees to stand out from their peers will depict a substantial increase in relevance in the recruitment process.
7
Opposed to the previous points, which concern the relevance of intrapreneurship for employees, the following will focus on the factors that influence the importance of this innovative concept for corporations. Fast changing technology Today’s economy is characterized by a continuous change in technologies and their
application. According to a recent re-
port of The World Bank, Southeast Asia belongs to the most rapidly changing regions. This fact can be illustrated by the huge number of 69 mobile phone subscription per 100 people in 2011, compared to a moderate amount of 8 in 2005[15]. In line with that, customers expect ongoing product
improvements.
The
only
way
companies can sustain within this challenging environment is by means of continuous innovations. At this point, it’s important to point out that this need of innovative thinking does not exclusively concern companies within the tech industry.
As technological advancements influence the way how customers receive information, how products and services are distributed and how customers consume various offers, keeping up with the changes in technologies is crucial for all players of nowadays business world. This increasing relevance of innovation as an integral part of any company’s organisation is a call for the institutionalization of intrapreneurship.
Source: Mark Glaser (2007)
[16]
Market saturation Today’s economy is at a point where many traditional markets that have been generating considerable profits in the past are approaching saturation. Even fields that require sophisticated skills and qualification, such as the financial industry, depict clear indicators of saturation[17].
Companies operating within saturated business fields cannot simply rely on their core operation in order to satisfy their customers. They need to create additional values so as to stand out from the huge crowd of competitors. Just as with the factor discussed above, focusing on innovation appears as a highly appropriate strategy in order to overcome the difficulties evolving from the saturation tendency that characterises various industries. 8
Intrapreneurs – entrepreneurially
2. Intrapreneurship as a Success Factor
driven employees – are the business world’s new secret weapon[19]. - Christian Koch -
In order to back the validity of this widely stated
statement,
the
most
important
advantages that companies can expect from a profound institutionalization of intrapreneurship as well as a selected sample of illustraSource: The Social MBA (2014)
[18]
tions for these benefits will be presented.
2.1 BENEFITS FOR CORPORATIONS Innovation and creativity While start-ups are well-known to work with innovative concepts involving disruptive technologies, large and well-established corporations are generally assumed to operate in a rather sluggish way and within the boundaries of their daily operations.
Clearly, it is true that large corporations will not be able to develop as dynamically and flexibly as a young start-up does. Reasons for that might be the amount of people to be involved in the decision making process as well as the chains of command, the bureaucracy that characterises many large corporations, the pressure to achieve daily tasks in a timely manner that makes it impossible for employees to explore new ideas and a general resistance to change that is deeply entrenched in many organizations. However, as McKinsey has recently stated in a report, it is essential for large companies to keep up the entrepreneurial spirit and chase new ideas as well as business opportunities [20]
. While many corporations manage to achieve regular incremental innovations, the
realization of radical innovations that are able to change industries needs specific concepts. As explored in a comprehensive study by Schieß[21], the establishment of an intrapreneurdepartment that is enabled to work independently and up to a certain extent isolated from the rest of the company is a very efficient way for large cooperation to regularly come up with radical innovations and therefore compete with young and dynamic start-ups in terms of innovation and creativity.
9
Motivation Referring to a comprehensive study among employees,
Kovach
states interesting work as the most important factor
in
order
to
achieve a productive workforce[22].
Being able to bring up own ideas and elaborating them is a great motivating factor.
Stability Companies are subject to the
On the other hand, companies
economic environment they are
that have established a culture
provid-
in. External effects such as
of continuous improvement and
ing employees with the
changes in governmental poli-
therefore are used to flexibly
prospect of initializing
cies, upcoming technologies or
react on external changes will
their own business pro-
disruptive business models can
not get in trouble in the event of
jects is an extremely
dramatically change an industry.
fundamental
Consequently,
changes
in
the
powerful tool in order to
industry’s structure or mode of
maximize their commit-
operation[23].
ment.
Large corporations that have been in existence for quite a while run the risk of missing out
Intrapreneuring
is
a
Generally, people tend
on these changes in the way an
effective
in
order
to
in
industry works. Like that, corpo-
implement such a mind-set in a
they
ration’s inertia can have dire
company.
fully
projects
engage that
consider their own.
way
highly
consequences for their business’ development.
10
to
Balance between Management and Entrepreneurship Nicolas Hayek, founder of the swatch group, once voiced that there is an important difference
between entre-
preneurs & managers[24].
He called
an entrepreneur an innovative person who is willing to take risks.
Furthermore, Nicolas expressed that he considers entrepreneurs artists, who are creating new products and workplaces. Pictured: Nicolas Hayek
Managers on the other hand are people taking
The concept of the intrapreneur can act as a
over a running business by implying theoretical
mediator between both, entrepreneurial and
knowledge from a University without running to
managerial mind-sets. As such, companies with
big a risk. He added that the system we are
an effective intrapreneurship-system will be able
currently working in rather focuses on bringing
to combine both, enabling them to efficiently run
out new managers, whereas entrepreneurs are
the daily business while still being actively
being neglected.
looking
for
long
term
improvements
and
opportunities to create new businesses fields.
BENEFITS OF INTRAPRENEUSHIP
INNOVATION MOTIVATION STABILITY OPPORTUNITY CREATIVITY BALANCE
11
Source: Own representation
2.2 PRACTICAL EXAMPLES The last chapter’s generic statement can be backed by means of numerous practical examples. Some of the most impressive ones include the following[25]: The most revolutionary one
Google Clearly,
plays
a
pioneering role in the field of intrapreneurship. widely
Google’s
known
20%
time
policy enables its employees to
autonomously
projects
that
pursue
have
the
potential to benefit the whole company. During one fifth of their working time, employees are given the chance to develop
own
ideas
and
delve into their elaboration. Some of Google’s most relevant innovations came up
Pictured: Google Office
due to this policy.
might be Google’s webmail service Buchheit,
Gmail.
Paul
developer
at
Google, came up with the project in 2001 and was empowered by the company to pursue this idea. In 2004, Google was eventually able to launch its new service, which became a global success. Apart from that, the freedom
and
possibilities
that Google employers are given is acknowledged by potential employees, making Google the most attractive employer among students according to Forbes[26].
3M In 1968, Spencer Silver, scientist at 3M, was in charge of the development of an extraordinarily strong adhesive to be used in aerospace technology. In fact, it was by mistake that he created an adhesive that sticks well to smooth surfaces without leaving any residue instead of the originally planned product. Rather than discarding the new solution due to its inability to solve the Pictured: Spencer Silver
actual problem, Silver clang to it and tried to make it marketable.
By giving company-internal seminars on his discovery, Silver got in contact with Art Fry, another 3M scientist. Together, the two employees started to transform Silver’s solution without a problem into a real product. The final result is something that every office employee uses various times a day: Post-Its. If it would not have been for Silver’s and Fry’s persistence, 3M would have missed out on one of its most beneficial products.
12
All these last examples clearly demonstrate the huge potential offered by the concept of intrapreneurship. Apart from missing out on these chances, companies not implementing intrapreneurship run a considerable risk of not standing the pace of an industry’s dynamics. As mentioned in chapter 2.1, especially large companies need to be careful not to balk industrial changes, so as to keep up with more flexible start-up companies. Recently, it became apparent how fatally a missing investment in intrapreneurship can impact a company’s development.
“In a world filled with fast-moving change, a large organization that becomes complacent and loses sight of the benefits of having an entrepreneurial streak built into their massive global systems can find themselves disrupted in short order.” —David Armano—
Kodak has ruled the industry of
Since
film photography for nearly one
millennium, Kodak’s economic
century,
success kept
achieving
sales
of
the
turn
of
the
decreasing,
more than 10 billion dollars in
whereas more innovative com-
1981,
petitors such as Nikon and
thus
clearly
outnumbering its competitors.
Sony benefit from a new market with a huge potential.
However, glorious missed
enjoying
these
moments,
Kodak
out
on
substantial
In
January
2012,
Kodak
eventually filed for chapter 11
changes in its industry driven
bankruptcy
by disruptive technologies. The
Armano,
digital age brought up new
Edelman, got to the heart of this
possibilities
paragraph’s essence with the
and
the
film
photography has been replaced
protection. executive
David VP
at
above quoted statement[11].
by its digital counterpart.
13
W. L. Gore W. L. Gore established a company culture focusing
Having pursued the project, Myers recognized that
on individual initiative and proactivity. In line with
his new product will not be able to substantially in-
that, employees are given so called “dabble time”.
crease the comfort for musicians. However, the
Similarly to Google’s approach, employees may
newly created guitar strings proved to keep their
use 10% of their working time for intapreneurial
tone longer than conventional strings. As such,
purposes, developing
ideas and working on
W. L. Gore stuck to the new product and launched
personal projects. Mid-1990’s, W. L. Gore engineer
it under the brand ELIXIR. Shortly, W. L. Gore suc-
Dave Myers identified the possibility to design
cessfully conquered a new market by becoming the
guitar strings more comfortable by using one of W.
global leader in acoustic guitar strings.
L. Gore’s current products.
current job at Sony while additionally working for
Sony Ken Kutagari was hired as an electrical engineer at Sony’s sound laboratory in 1975. Having bought his daughter a Nintendo game console, he noticed improvement potential to increase the value the product offers. Due to his expertise in sound systems, he paid particular attention to the audio quality of his daughter’s gadget.. He concluded that the incorporation of a digital chip dedicated to the console’s sound delivery might significantly increase the products value. After internal negotiations, Kutagari could manage to keep his
Nintendo as an external consultant. Due to his dedication and success at Nintendo, he was threatened to get fired at Sony. If it would not have been for Chairman Norio Ohga’s personal engagement, Kutagari might well have lost his job at Sony during this period. Getting more involved in the electronic gaming industry, Kutagari identified a great potential for Sony within this industry. Having proposed this portfolio diversification to Sony’s senior management, Kutagari’s idea has been doubted and
rejected many times.
However, being convinced of the market potential, Kutagari clang to the project and got it supported eventually. Sony equipped Kutagari’s intrapreneurial venture with an amount of USD 2.5
bil-
lion. The result was the nowadays widely known Sony PlayStation, which became a major revenue generator for Sony providing up to 40% percent of Sony’s operational profits in1998.
14
3. How to Establish Intrapreneurship
Having showed how companies
3.1 ORGANIZATIONAL CHARACTERISTICS
can benefit from an effective
In
intrapreneurship
manifestations that support the establishment of
system, the
following considers ways and means to actually implement
the
following,
organizational
and
cultural
intrapreneurship within an organisation will outlined
[27]
be
.
such a framework. Reward risk Just as an entrepreneur, an intrapreneur will necessarily have to take a certain risk in order to accomplish the mission of advancing the company by means of innovation. However, having empowered employees to conduct intrapreneurial ventures, the company will bear the economic risk related to its employees’ activities, rather than the intrapreneur as a person, who is not facing any hazard other than career related risk. However, in order to have its intrapreneurs working effectively on their projects, a comSource: Haas Financial (2014) [28]
pany must accept the fact that their activities bring along a financial risk and even endorse its staff to put the company at risk.
Accept faults
Successful intrapreneurial ventures, such as
Having stated the risk involved in an intrapreneur’s activities, it
becomes apparent that it
is inevitable for a company to experience setbacks in the course of its intrapreneurial ventures. Young
business ventures require an
experimental
approach, which by nature
involves failures and appropriate improvements. Companies need to make sure that the possibility to fail is not hampering the intrapreneurs’ efforts. As such, it is important to
W.L. Gore’s revolutionary guitar strings (see chapter 2.2), were developed and adapted over a period of several years. During this phase, inventors will have to cope with numerous throwbacks, bringing up doubts on the project as a whole. Reinforcing these doubts by means of announced sanctions for failures will have a destructive impact on the preneurs’
willingness
to
delve
intrainto
development of their venture.
establish a culture of fault acceptance. 15
the
Grant independence & demand accountability Intrapreneurs need freedom in order to successfully Source: Don Kim (2014) [29]
open communication channels
sometimes
them to act as entrepreneurs within the organization, thus they need to be
One of the major obstacles for intrapreneurial ventures is a and
their
projects. It is expected of
Promote transparency in decision-making processes and
non-transparent
execute
even
isolated
way
treated as entrepreneurs.
of
communicating in corporations. In particular, such an incommunicative corporate culture has two parallelizing implications on
As
such,
intrapreneurs
the innovation process of an organization. On the one hand,
have to be freed from
employees might avoid stepping forth with their ideas as the
rigid
corporate culture discredits pioneering behaviour. More im-
structures
portantly, employees might miss out on the chance to collabo-
corporations.
ratively work out ideas. While still ensuring an appropriate level
this independence calls
of confidentiality, it’s a crucial factor to keep the innovation pro-
for
cess open to a wide range of people. It is only this way that
accountability.
and
bureaucratic within
an
large
However, increased
companies can ensure to get most out of their innovation processes. When elaborating a way to market his discovery, 3M scientist Silver gave seminars in order to share his project with his co-workers. It was at one of these seminars that Silver met his partner Art Fry, who was substantially involved in turning the bare discovery of a sophisticated adhesive into the marketable product Post-Its.
As
intrapreneurs
make
decisions largely by themselves, they also have to be held responsible for the results of their work.
16
3.2 IDENTIFYING ENTREPRENEURS In addition to designing an organisational structure that
is
in
favour
of
intrapreneurial
activities,
companies will have to specifically support individual ventures. In order to do so, people with intrapreneurial skills will have to be identified and supported. The following will briefly describe how employees with a great intrapreneurial potential can be identified. In the framework of a dissertation at Ludwig-Maximilian University, Nina Schießl[21] has profoundly investigated the characteristics that employees need in order to become successful intrapreneurs.
In addition to that, Schießl also points out
Networking skills
that whether or not a person possess those
There is a positive correlation between a
qualities can more appropriately be judged
person’s networking skills and his or her
by third parties for some of these skills,
ability to benefit the company by acting as
whereas others can be more precisely eval-
an intrapreneur. However, the skill of net-
uated in the frame of a self-assessment by
working is hard to determine by self-
the person in question. As such, she
evaluation. Accordingly, in order to deter-
suggests testing the relevant characteristics
mine a person’s networking skills, mainly
by means of a 360-degree-feedback while
statements from third parties should be tak-
considering the respectively relevant opin-
en into consideration when analysing the
ions for each skill. The abstract explanation
360-degree-feedback of the person in
will be substantiated in the following.
question. Further research has supported
According to Schießl’s empirical analysis,
this statement by confirming the positive
the following skills are the most important
correlation between the amount of a per-
factors to identify potential intrapreneurs
[21]
.
son’s contacts on online business networks and their intrapreneurial abilities. 17
Problem solving skills
System critical thinking
Intrapreneurs will frequently face new situations,
The results for the characteristic of system critical
which do not have a generally known solution. As
thinking are the same as for the previously ex-
such, the ability to come up with solutions for
plained strive for autonomy. Having expected a U
problems is a critical skill for an intrapreneur. In
-shaped correlation, Schießl corrected her opin-
order to evaluate this characteristic, both the per-
ion in the course of her analysis, concluding that
son’s self-evaluation as well as the assessment
there is a strictly positive correlatin between the
by third parties need to be taken into account, as
intrepreneurial potential of a person and his or
both of them are equally appropriate.
her tendency to critically reconsider the system. Furthermore, also this factor will be most appro-
Making decisions under uncertain conditions
priately evaluated by third parties.
Another important success factor determining a person’s intrapreneurial capability is the skill of
Risk tolerance
making decision under uncertain conditions. As
As
per Schießl’s analysis, this competency can best
Schießl’s expectation was to discover a U-
be evaluated by the person in question. As such,
shaped correlation between risk tolerance and
the self-evaluation in the framework of the 360-
the intrapreneurial nature of a person, whereas
degree-feedback requires a particular considera-
her studies depicted that there is a positive corre-
tion when assessing a person’s intrapreneurial
lation. However, as opposed to strive for autono-
capabilities.
my and system critical thinking, the risk tolerance
with
the
two
previous
characteristics,
can more appropriately be estimated by the person in question. Accordingly, the self-evaluation
Strive after autonomy
will be the most significant source of information
Even though Schießl’s original hypothesis was
within the 360-degree-feedback.
that there is a U-shaped correlation between the person’s strive for autonomy and his or her affinity for intrapreneurship, her analysis concluded that in reality there is a strictly positive relation between these two concepts. As such, an increased
strive for
autonomy
equals and
elevated ability to successfully act as an intrapreneur. This characteristic can best be evaluated by third parties and the consideration of the 360-degree-feedback’s statements should happen accordingly.
Conscientiousness Initially, Schießl expected a positive correlation between conscientiousness and a person’s intrapreneurial shaping. As opposed to that, her analysis concluded that the correlation is significantly negative. The main reason for that might be that conscientiousness manifests itself in the form of striving for perfection. Perfectionism, however, is a characteristic that clearly hampers intrapreneurial thinking. In order to judge a person’s conscientiousness, both the selfevaluation as well as the assessment of third parties is important. 18
This report gave an insight into the concept of intrapreneurship. Having defined and explained the term, the most relevant factors accounting for its recent increase in relevance have been depicted. Source: Lucy Zhao (2011) [30]
INTRAPRENEUR CHARACTERISTICS Skill/Characteristic
Correlation
Evaluation
Networking skills
Positive
Third parties’ view
Problem solving skills
Positive
Third parties’ view & self-evaluation
Making decisions under uncertain conditions
Positive
Self-evaluation
Strive after autonomy
Positive
Third parties’ view
System critical thinking
Positive
Third parties’ view
Risk tolerance
Positive
Self-evaluation
Conscientiousness
Negative
Third parties’ view & self-evaluation
Caption describing picture or graphic
Source: Schießl (2013) [21]
CONCLUSION In this context, the increase in competition in
success stories. Finally, important guidelines to be
today’s labour market, the rapid change in technol-
considered when intrapreneurship is established
ogy and the saturation of the majority of the tradi-
within a company have been formulated. As laid
tional markets have been identified as crucial fac-
out, a corporate culture that favours risk taking as
tors. Subsequently, it has been pointed out that
well as independent work while not sanctioning
corporations can substantially benefit from the insti-
mistakes too strictly needs to be implemented. The
tutionalization of intrapreneurship. In addition to a
actual identification and support of
rapid increase in the innovative strength, the em-
neurs within a company should be based on a
ployee’s satisfaction can be enhanced and the eco-
number of skills and characteristics. However, it is
nomic stability of corporations can be secured.
important that neither the person’s self-evaluation
These statements have been backed with practical
nor third parties’ assessments are considered ex-
examples, such as Google, 3M, W. L. Gore or
clusively. Both point of view need to be taken into
Sony. It needs to be emphasized that those compa-
consideration, with a varying intensity depending
nies are only a small selection of intrapreneurial
on the specific characteristic.
intrapre-
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SOURCES [1]
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