Culture-Intrapreneurship Relationship: Reward as a Moderator

Abstract

Purpose: Intrapreneurship refers to employee initiatives in organizations to undertake something new, without being asked to do so. In recent years, enterprises have established “innovation units” to stimulate new ideas and utilize the energy and ideas of the individuals in international enterprises. It involves the process where an individual or a group of individuals, within an established company innovate or create a new organization as sub unit and get involved in the process of wealth creation. The systems of the organizations play an important role in developing entrepreneurial orientation of the employees. Various theories have suggested that there is a positive relation between the Intrapreneurship and organization culture and it becomes more prominent in the presence of effective reward system. The paper aims to explore the role of moderating effect of rewards on culture and Intrapreneurship relationship in an organizational setting. Methodology: The present study was done on a sample of 150 managers belonging to private sector organization. Variables in the study were assessed through descriptive statistics, Pearson Product Moment Correlation and Hierarchical Regression Analysis. Findings: It was analyzed that there is a positive and significant relationship between culture and Intrapreneurship and Performance Linked Rewards and Policies to motivate Innovation moderated the impact of culture on Intrapreneurship. Implications: The findings of this study can assist organizations to develop intrapreneurial mindset of employees with the suitable Reward System which is instrumental in providing a conducive culture to the employees. There should be better learning environment and better work place practices, performance linked rewards to encourage innovation by the employees.

The bottleneck of intrapreneurship: are social positions and held expectations constraints in organizations’ entrepreneur process? A conceptual view

“…However, this is not the case; these characteristics of the situation prompt some statue's characteristics, and these characteristics are primarily based on the structure of a role and resources existent in an organization (Badura et al, 2018;Mannix and Sauer, 2006). There are many positive relations between the culture, environment, organization and intrapreneurship, and some researchers found organizational culture crucial for intrapreneurship (Benitez-Amado et al, 2010;Srivastava and Srivastava, 2010). Intrapreneurship can be a role that allows employees to be innovative without neglecting the roles already exists.…”

Intrapreneurship and expectations restrictions

“…However, this is not the case. Because there are many posi� ve rela� ons between the culture, environment, organiza� on, and intrapreneurship, some researchers found organiza� onal culture crucial for intrapreneurship (Benitez-Amado et al, 2010;Srivastava & Srivastava, 2010). The more solid-state of culture, Hisrich (1990) defi ned the useful organiza� onal climate characteris� cs, and he found that not forced, but volunteer intrapreneurship, and wholeheartedly support by top management as the most cri� cal aspects.…”

The Mechanism and the Direction of Organisational Culture’s Impact on Corporate Entrepreneurship

“…Kuratko, Ireland, Covin and Hornsby (2005) define CE as the process within an established company whereby an individual, or a group of individuals create a new business, or instigate a renewal or an innovation within the current business. Under this definition, strategic renewal (organisational renewal involving major strategic and/or structural changes), innovation (introducing something new to the market place), and corporate venturing (corporate entrepreneurial efforts that lead to creation of new business organisations within the corporate organisation) are all important and legitimate parts of the corporate entrepreneurial process (Srivastava, Srivastava & Jain, 2011).…”