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The intrapreneurship model 

The intrapreneurship model 

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Purpose – The purpose of this paper is to explore the connections between individual learning, intrapreneurship, and organizational learning to create an alternative model of how learning facilitates performance in organizations. Design/methodology/approach – This is a conceptual paper selecting targeted scholarly works that provide support for th...

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... a model of intrapreneurial learning Intrapreneurs, like entrepreneurs, are concerned about creating new business -a potentially difficult process for those who are hesitant to make risky decisions (Koen, 2000). Both intrapreneurs and entrepreneurs consistently look for new business opportunities, just from different positions (Honig, 2001). Through their risky, yet often successful, decisions, intrapreneurs help companies increase performance and renew organizational structures and strategies for the purpose of better adapting to environmental demands ( Antoncic and Hisrich, 2001;Davis, 1999). Thus, Antoncic and Hisrich (2001) suggested a model in which the environment and the organization fostered intrapreneurship which, in turn, increased organizational performance (see Figure 1). It is still unknown why some individuals can recognize opportunities and successfully establish new ventures, while others cannot. However, Politis (2005) argued that intrapreneurs need to have cognitive skills to value these opportunities and successfully deal with them. Thus, we contend that learning may play a crucial role in the process. Individual learning and intrapreneurship combine to create the culture and processes of organizational learning. Through this path, intrapreneurs help companies increase performance and renew organizational structures and strategies for the purpose of better adapting to environmental demands ( Antoncic and Hisrich, 2001;Davis, 1999). Thus, we propose an alternative conceptualization of intrapreneurship (see Figure 2) in which the external environment creates the context for both intrapreneurship and individual learning, which collectively foster the organizational learning that leads to organizational performance. In the following sections, we 33,5 describe each of these constructs and present a model of intrapreneurial learning and ...
Context 2
... their risky, yet often successful, decisions, intrapreneurs help companies increase performance and renew organizational structures and strategies for the purpose of better adapting to environmental demands ( Antoncic and Hisrich, 2001;Davis, 1999). Thus, Antoncic and Hisrich (2001) suggested a model in which the environment and the organization fostered intrapreneurship which, in turn, increased organizational performance (see Figure 1). It is still unknown why some individuals can recognize opportunities and successfully establish new ventures, while others cannot. ...

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... This may indicate that the manifestation of dimensions in different aspects for remotely working employees is related and accumulated, and it is desirable to increase their manifestation in order to achieve a synergy effect. This is in line with the findings of Spreitzer [7] and Molina and Callahan [38], that the overall psychological empowerment of an employee is predicted by the dimensions of structural empowerment possibilities and resources. ...
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This paper analyses the empowerment of remotely working employees in the case of Lithuanian companies. Research methods were scientific literature review and a quantitative method of questionnaire survey. It revealed that an employee is psychologically empowered when working remotely when they feel the meaning, enthusiasm, and competency related to the job, while structural empowerment manifests itself as the opportunities, information, resources, and support that exist in the organization and are available to the employee. The manifestation of remote work empowerment is sufficient in all groups of both psychological and structural empowerment dimensions. The results for the fully and hybrid remotely working employees’ empowerment differed little. The study found that all the dimensions of remote work are interlinked, so that only when they are sufficiently fulfilled in corpore, could a higher manifestation of employee empowerment be achieved.
... The major purpose of intrapreneurship is to improve an organisation's performance and macro-economic development (Merrill et al., 2008). Molina and Callahan (2009) developed a model of intrapreneurship in which both the organisation and the environment nurtured intrapreneurship. Intrapreneurship enhanced the firm's capacity to revitalise its business, innovate, adapt to internal and external changes and enhance its performance (Skarmeas et al., 2016). ...
... The concept of "intrapreneurship" (Pinchot, 1985), entrepreneurial behavior within established organizations, is recognized as a promising approach to mitigate this challenge (Felìcio et al., 2012). Therefore, it has become imperative for organizations to stimulate intrapreneurial behavior for greater organizational benefit (Molina & Callahan, 2009;Kuratko & Morris, 2018;Thornberry, 2001). 55 been widely limited by the global pandemic. ...
... Thus, MOOCs can be anticipated as promising for nurturing intrapreneurs on an extensive scale. This gains significance as organizations and VET providers have repeatedly failed to select the right candidates for intrapreneurship trainings upfront (Douglas, 2020;Molina & Callahan, 2009), while intrapreneurs were reported to emerge from anywhere inside the organization (Thornberry, 2003). ...
... To build on and reap these organizational benefits, business educators and trainers need to nurture intrapreneurial skills and corresponding intentions (Boon et al., 2013;Molina & Callahan, 2009 & Morris, 2018;Thornberry, 2001). In this context, several researchers (Hayton and Kelley, 2006;Morris and Jones, 1993;Schmelter et al., 2010;Schuler, 1986;Thornberry, 2003) have accentuated the importance of providing intrapreneurship training. ...
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It has become imperative to stimulate and support employees to behave entrepreneurially within organizations (intrapreneurship). However, little is known about how digital, massive, and scalable business education and training formats such as massive open online course (MOOCs) can contribute to vocational and educational training (VET) in general, and to nurture intrapreneurial behavior and corresponding intentions in specific. Therefore, the purpose of this paper is to explore the potential effect of a MOOC on intrapreneurial intentions of learners. Data were acquired from 412 employees taking a MOOC on intrapreneurship for constructs embedded in the theory of planned behavior, tailored to the context of intrapreneurship. The proposed method employs Wilcoxon signed-rank tests to compare the levels of constructs before and after the course and longitudinal structural equation modeling for gauging the initial level of intention and prior experience. The research reveals a positive effect on the perceived behavioral control, intentions, and attitude toward the behavior of learners by the MOOC and changing perceptions regarding subjective norms among peers. Besides indicating the potential for digital business training on an extensive scale, the study demonstrates the applicability of MOOCs as integrative self-selection funnel for a reliable identification of high-potential intrapreneurs. The findings are relevant for VET providers, organizations and business educators, especially in times of the COVID-19 pandemic, to understand better the multifaceted capacity of digital transformation, illustrated with training to stimulate intrapreneurship.
... Felício et al. (2012) stated that intrapreneurship affects company performance, which is measured in a multidimensional structure. Molina and Callahan (2009) stated the importance of increasing employers' and employees' awareness about their responsibility for fostering individual and organizational learning and intrapreneurship within organizations as a way to increase organizational performance. ...
... Dubey et al. (2014), Baruah and Ward (2015), Michael (2016), Widya-Hastuti et al. (2016), Mbaka (2017), and Olokundun et al. (2017) considered intrapreneurship as an important concept that requires attention of all organizations looking to achieve outstanding performance in today's dynamic and highly competitive world of business. Molina and Callahan (2009) showed that intrapreneurship plays a vital role in organizational performance to explore the relationship between individual learning, intrapreneurship, and organizational learning to create alternative models of how learning facilitates performance in organizations. ...
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This study aims to analyze the influence of intrapreneurship on improving village credit institution (VCI) performance with the work spirit as a mediation variable. The study was conducted at 108 village credit institutions in Karangasem Regency, Bali Province, Indonesia. Respondents were representatives of the management of village credit institutions (heads, treasurers, and secretaries). Sampling was done by proportional random sampling. A quantitative approach was used. Data were analyzed by the partial least square with SmartPLS 2.0 M3 program. The results found that intrapreneurship had a significant positive effect on the VCI performance. In addition, intrapreneurship had a significant positive effect on the work spirit, work spirit had a significant positive effect on the VCI performance, and work spirit significantly mediated the effect of intrapreneurship on VCI performance. Findings described the relationships among intrapreneurship, work spirit, and VCI performance in Karangasem Regency. VCI performance is more influenced by the work spirit than intrapreneurship with a coefficient of 0.645; VCI performance is partially influenced by intrapreneurship with a coefficient of 0.383; work spirit is also partially influenced by intrapreneurship with a coefficient of 0.353. Work spirit with a coefficient of 0.227 can act as partial mediation of the VCI performance in Karangasem Regency, Bali Province, Indonesia.
... Intrapreneurship telah menjadi bukti senjata kesuksesan bagi sejumlah organisasi seperti Apple, Google, Toyota, Intel, Sun Microsystems, dan organisasi lainnya di Amerika, Eropa, Afrika dan Asia (Haller, 2012). Dengan demikian, maka intrapreneurship penting untuk dibangun dan dipertahankan dalam organisasi demi mengelola strategi yang menguntungkan dalam berkompetisi di era globalisasi saat ini (Molina & Callahan, 2009), termasuk dikembangkan dalam pengambilan keputusan manajer toko modern. ...
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Persaingan yang ketat antar toko modern menjadi tantangan bagi organisasi yang bergerak dalam usaha toko modern, agar mampu bertahan dan mencapai kesuksesan organisasi. Oleh karena itu, manajer toko modern dituntut untuk mampu melakukan pengambilan keputusan sebagai tindakan nyata dalam menghadapi tantangan tersebut. Pengambilan keputusan merupakan proses penting untuk mencapai tujuan organisasi (Luthans, 2006), yang mana pengambilan keputusan tersebut dilakukan oleh manajer, sebab manajer merupakan pemain kunci dalam sebuah proses pengambilan keputusan (Socea, 2012). Sementara itu, untuk mampu mengantisipasi adanya perubahan era globalisasi dan menghadapi persaingan, maka intrapreneurship hadir menjadi konsep kreativitas dan sebuah inovasi yang jika dimiliki oleh manajer toko modern, dapat memberikan kontribusi penting dalam pengambilan keputusan manajer toko modern itu sendiri. Penelitian ini bertujuan untuk mengetahui ada tidaknya hubungan antara intrapreneurship dan pengambilan keputusan pada manajer toko modern. Penelitian ini merupakan penelitian kuantitatif dengan analisis regresi sederhana. Pengumpulan data dilakukan dengan menyebarkan skala penelitian yang telah diuji validitas dan reliabilitasnya kepada 103 manajer toko modern di Provinsi Bali, Indonesia. Data penelitian mengikuti distribusi normal dan linear. Hasil dari penelitian menunjukkan koefisien korelasi sebesar 0,770 dan probabilitas 0,000 (p<0,05). Hal ini berarti ada hubungan yang positif dan signifikan antara intrapreneurship dengan pengambilan keputusan pada manajer toko modern. Sumbangan dari variabel intrapreneurship terhadap variabel pengambilan keputusan adalah sebesar 59,3%.
... Similarly, the rewards for the intrapreneurs will depend on the organizational structure and policies, whereas the entrepreneurs can have unlimited rewards for themselves. Also, the intrapreneurs enjoy the benefit of using the organizational resources for innovative and risky projects, but the entrepreneurs have to rely upon and utilize their own available resources (Molina and Callahan, 2009). Intrapreneurship is a multidimensional construct (Felicio et al., 2012) that coexists with various factors signifying its enablers. ...
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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.
... The concept of intrapreneurship is a renewing concept and the first appearance was in 1978 intending to improve organizational performance by increasing opportunities in a more complex competitive environment (Molina & Callahan, 2009). Bull & Willard (1993) proposed the adoption of Schumpeter's definition of "entrepreneur" and economic outcomes, approach to the entrepreneurship studies as a general term of the identification of traits and characteristics. ...
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Business environment of the manufacturing organizations has become increasingly complex, dynamic and uncertain as a consequence of various constraints. Thus, manufacturing industries are urged to increase their flexibilities to maintain competitiveness in the market. The affirmation of intrapreneurship has become one of the essential facts that in achieving higher adaptability and competitiveness in the growth. This study investigates a holistic view of the concept of intrapreneurship focused on purpose, influences, dimensions, and contribution related to the small and medium scale manufacturing industry in Sri Lanka. Narrative inquiry of the qualitative approach concern to interaction, continuity, and situation were framed on collecting data from the echelons. Fifteen echelons from the ISO certified manufacturing and award-winning organizations were purposively selected for the interviews. NVivo 12 used to organize the data in analysis and derived themes based on the four research questions. A model was constructed as the final outcome with related to the study findings. The study findings affirmed the relationship between intrapreneurship and entrepreneurship to stimulate organizational growth and the dyadic effect with related to thrift, productivity and efficiency of internal operation of the organizations. Research contribution primarily enabled three areas, development of entrepreneurial management system, development of echelons focusing intrapreneurship skills and socioeconomic growth.
... Therefore, it is argued here that the learning process in this case starts with triggers in the external and/or internal environment. As specific events serve as a stimulus for entrepreneurial activity (Hornsby et al. 1993), and as firms need to function in a "rapidly changing environment" (Teece, Pisano & Shuen, 1997, p. 516), learning is likely to be oriented to informal learning activities, stimulating corporate entrepreneurship (Molina & Callahan, 2009). This is due to the need to learn swiftly and often immediately. ...
... This is due to the need to learn swiftly and often immediately. Because the primary role of the entrepreneur is opportunity identification and exploitation, entrepreneurs are exposed at learning from incidental learning opportunities (Molina & Callahan, 2009). The internal organizational context is also important, as the internal procedures of the firm, such as management support, autonomy, rewards, and time availability, affect entrepreneurial intensity (Villiers-Scheepers, 2012). ...
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... Third, research shows that entrepreneurial behaviour encourages colleagues to explore new knowledge and promote organizational learning for generating innovative ideas and improving organizational performance. In the business literature, EEB was found to facilitate the acquisition of new competencies (Kuratko et al., 2005;Molina and Callahan, 2009) and help colleagues recognize their developmental needs in regard to accomplishing new innovative strategies (Alipour et al., 2011;Howell and Boies, 2004). EEB was also shown to promote inquiry and dialogue among colleagues, encourage collaboration and team learning and facilitate the generation of tacit knowledge and creativity in dealing with daily tasks and new challenges (Alipour et al., 2011;Rae, 2013;Vishal et al., 2014). ...
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... Bu durum risklerin üstlenilmesi ve fırsatlara dönüştürülmesi bağlamında bir kör nokta oluşturabilir. (Chisholm, 1987), işgören davranışları (De Jong & Wennekers, 2008;Rigtering & Weitzel, 2013), kamu sektörü (Lumpkin, 2014), örgütsel performans (Molina & Callahan, 2009), dönüşümcü liderlik (Moriano vd., 2014) konuları bağlamında incelenmiştir. Bu çalışmaların ağırlık noktası içgirişimciliğin diğer faktörlerle ilişkileridir. ...
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The aim of this study is to identify the blind points that may arise in intrapreneurship and to propose solutions for these blind points. The study was conducted in October 2019 with 98 white-collar workers randomly selected from 86 enterprises registered in Adana Chamber of Commerce. The qualitative research method was adopted and a phenomenological research method was used in the research. According to the results, the blind spots of intrapreneurship were determined regarding the dimensions of new initiatives and new businesses, competitive aggression, proactivity, self-renewal risk dimensions. Research results demonstrated that intrapreneurship was the leading factor in the development of entrepreneurship within the organization. The creation and development of new initiatives and businesses can be made possible by eliminating blind spots caused by leaders and employees taking risks, government incentives and supports, education, tax burdens, deficiencies in leader incentives, and problems with information sharing. Economic conditions in the enterprise's intrapreneurial behavior, the problem of adaptation to changing conditions, and insecurity pose significant obstacles in terms of risk-taking, besides, these factors were determined as blind spots in intrapreneurship.