Exploring the links between entrepreneurial orientation and intrapreneurship in SMEs

Abstract

Purpose -The purpose of this paper is to explore the links between entrepreneurial orientation (EO) and intrapreneurship within the context of small to medium-sized enterprises (SMEs). Design/methodology/approach -This conceptual paper builds on a historical review of the two main currents of the corporate entrepreneurship literature and the distinction established by French scholars between "traditional SMEs" and "miniature large firms". Findings -The paper summarizes various findings regarding the antecedents of EO and intrapreneurship in SMEs and elaborates a series of testable propositions linking EO to intrapreneurship. Practical implications -The paper posits the existence of different types of SMEs and suggests that the organizational and managerial antecedents of EO differ by type. Originality/value -The paper explores the relation between intrapreneurship and EO, thus connecting two unrelated streams of literature within the field of corporate entrepreneurship.

An individual-level perspective on intrapreneurship: a review and ways forward

“…The construct developed through a series of studies and identifies an entrepreneurial firm as "one that engages in product-market innovation, undertakes somewhat risky ventures, and is first to come up with 'proactive' innovations" (Miller 1983, p. 771). Based on three dimensions-innovativeness, risk taking and proactiveness-a basic strategic orientation was established to measure the EO of firms (Bouchard and Basso 2011;Covin and Slevin 1991). Further research added two dimensions-autonomy and competitive aggressiveness-and established a five-dimensional construct (Lumpkin and Dess 1996;Wales 2015).…”

“…Both EO and CE are categorized at the organizational level. Based on the assumption that these two constructs are related (Bouchard and Basso 2011) but not the same, they are separated. EO, mainly focusing on firms' general strategic orientation towards entrepreneurship (Wales 2015), is mapped as approach for existing organizations.…”

“…Thus, it can be argued that intrapreneurial behaviour is not possible in CV, as it focuses on the creation of new businesses rather than developing innovations in existing ones. Rather, CV and new Antoncic and Hisrich (2003), Bouchard and Basso (2011), Kuratko and Audretsch (2013) and Rigtering and Weitzel (2013) venture creation are associated with separation from the existing corporate firm and will lead to entrepreneurial tasks with higher risks and responsibilities, as well as the use of own resources. Hence, it is considered that CV will result in entrepreneurial behaviour at the individual level.…”

“…Other research has been done examining CE and its influence on employee behaviour, such as the new roles of engineers as technology intrapreneurs , the influence of transformational leadership style on intrapreneurial behaviour (Moriano et al 2014), organizational antecedents leading to intrapreneurial behaviour and as a further step to intrapreneurship (Rigtering and Weitzel 2013), the influence of intrapreneurial experience on CV (Guerrero and Peña-Legazkue 2013) and bootlegging behaviour of employees to develop ideas not supported by management (Globocnik and Salomo 2015). Three articles also tried to link the organizational and individual levels by developing a combined model of CE and intrapreneurship to predict innovative behaviour (Åmo and Kolvereid 2005), clarifying the intersection of CE and intrapreneurship (Åmo 2010), or developing a link between EO and intrapreneurship (Bouchard and Basso 2011).…”

“…In this regard, middle-level managers' personalities and behaviour and their influence on employees are of particular interest. Research shows that managers' personalities and attitudes are key factors driving intrapreneurial activities within an organization (Bouchard and Basso 2011). As a further step, research has also examined managers' behaviour.…”