Fostering intrapreneurial behavior through human resource management system

Abstract

PurposeThis work aims to analyze the effect of employees' perceptions of high-performance work systems (HPWS) on intrapreneurial behavior (IPB), and the potential role of knowledge sharing as a mediating variable in this relationship.Design/methodology/approachHypothesis testing was performed using a structural equation model (SEM) based on a PLS-SEM approach applied to a sample of 297 knowledge-intensive employees from six industrial companies of the Valencian region (Spain).FindingsResults confirmed that the relationship between employees' perceptions of HPWS and IPB does not take place directly. Alternatively, this relationship occurs through knowledge sharing of employees.Originality/valueThis study makes theoretical and empirical contributions to better understand the impact of employee's perceptions of HPWS on IPB mediated by knowledge sharing. This work theorized and tested a model where the concept of IPB gains special relevance at academic and practical levels due to its implications for HRM.

Exploring the relationship between corporate entrepreneurship and firm performance: the mediating effect of strategic entrepreneurship

“…Corporate entrepreneurship is a tool for business development, revenue growth and profitability enhancement (Davidsson, 2015). The pursuit of corporate entrepreneurship is driven by various challenges, including global competition, interest in organizational efficiency for greater profitability, dramatic changes in the marketplace and the perceived limitations in the traditional methods of corporate management (Escribá-Carda et al , 2020). Gallouj (2017) draws an important distinction between conservative and entrepreneurial firms based upon their levels of (a) propensity to innovation and (b) risk-taking behavior.…”

“…Tajeddini (2016) has pointed out that opportunity-seeking activities compete for limited capabilities and resources to explore new markets. The recognition of new opportunities relies on such capabilities as information, entrepreneurial experiences and market recognition (Escribá-Carda et al , 2020). These capabilities should also be developed or acquired to balance the exploration and exploitation of opportunities (Barreto and Patient, 2013).…”

High performance work system and intrapreneurial behavior: the role of relational psychological contract, self-efficacy and boundaryless career orientation

“…Entrepreneurial actions within the context of organizations can be investigated at the organizational level, referred to as corporate entrepreneurship (CE) or at the individual level, conceptualized as intrapreneurship behavior (IPB). Recent advances in the topic favor the examination of IPB because of the scarcity of relevant research and the growing importance of individual human capital in corporate success (Baggen et al, 2016;Escribá-Carda et al, 2020). Intrapreneurial activities have been confirmed to exert positive impacts on various facets of organizational performance such as innovation performance (Ekingen, Ekemen, Yildiz, Korkmazer, 2018), growth and improvement of firms (Augusto Felício et al, 2012), and financial performance (Fis, Cetindamar, 2021).…”

“…Recently, there is emerging interests in examining the impact of human resource (HR) practices on IPB. IPB has been found to be predicted by individual HR practices (Ziyae, 2016;Kühn, Eymann, Urbach, Schweizer, 2016), as well as by a set of interrelated HR applications such as high performance work system (HPWS) (Mustafa, Lundmark, Ramos, 2016;Escribá-Carda et al, 2020). It was found that HPWS influences IPB by enhancing the knowledge and skills necessary for innovative behaviors, providing opportunity for participation in decision making and knowledge sharing, and reciprocating extra-role efforts with appropriate rewards and benefits.…”

“…It was found that HPWS influences IPB by enhancing the knowledge and skills necessary for innovative behaviors, providing opportunity for participation in decision making and knowledge sharing, and reciprocating extra-role efforts with appropriate rewards and benefits. In addition, a number of mediators in the relationship have been identified such as perceived organizational support (Farrukh et al, 2021), employees' knowledge sharing (Escribá-Carda et al, 2020), and manager's knowledge sharing (Mustafa et al, 2016).…”