2010),"Organizational support for intrapreneurship and its interaction with human capital to enhance innovative performance", Management Decision, Vol. 48 Iss 5 pp. 732-755 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.The resource view of strategy holds internal resources as a source of unique and inimitable competitive advantage. This strategic perspective, applied to Human Resource Management (HRM), suggests that aligning HRM sub-systems with a strategy will produce behaviors and outcomes consistent with the strategy. A current popular strategy attempts to foster intrapreneurial behavior among employees by seeking breakthrough performance and product innovation. A survey of corporate executives shows that infusing HRM sub-systems with entrepreneurial thrusts will produce more intrapreneurial behaviors and greater organization outcomes.

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PurposeThe purposr of this paper is to introduce a new perspective on the organization's role, purpose, and relationships, both within and among organizations, that holds the promise of more ecologically sustainable and economically competitive business practices.Design/methodology/approachThe paper analyzes critiques of the current corporate perspective of organizations and builds upon Roome's framework for sustainable management to articulate a new model for organizational relationships that engage value‐chain members in an enterprise‐based competitiveness model. The paper offers examples to illustrate the potential of the new model.FindingsThe new model requires a shift in the mind‐set of executives and major shareholders, but that shift holds the theoretical potential to improve long‐term competitiveness and environmental sustainability.Practical implicationsThe enterprise perspective model (EPM) holds the promise of improving competitive strength for firms and reducing negative environmental impacts from their operations. Executives who have embraced this model also find renewed energy and sense of purpose in their work.Originality/valueThis paper introduces the EPM and provides a framework for thinking about the assumptions and practices that need to change to move from the corporation perspective model to the EPM. The paper raises important research questions about implementing the EPM.

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