Intrapreneurial Fit and Misfit: Enterprising Behavior, Preferred Organizational and Open Innovation Culture

Abstract

In challenging times, the need for innovation is heightened and stems from employees who exhibit intrapreneurial characteristics. Not every corporate culture is a suitable environment for intrapreneurial behavior. This study examines the relationship between potential entrepreneurial behavior and preferred culture type. Through a principal component analysis of a sample of 1056 university students, four principal components of enterprising behavior (and roles) are found: Planning on results (project manager); Bearing the burden (pressure bearer); Innovating for others (innovating showstopper); and Learning from mistakes (experimental learner). Using the Organizational Culture Assessment Instrument, a linear regression analysis was conducted of culture types against components. A combination of strong inverse and direct relationships are found between these components and culture types (clan, market, adhocracy, and hierarchy). The findings help practitioners understand how existing culture will inhibit or encourage enterprising behaviors, with potential benefits in recruitment and selection, reductions in staff turnover and increases in innovation potential. The findings also indicate a need for reconsideration of the employer brand when attracting intrapreneurs.

Effects of Corporate Entrepreneurship Dimensions on Organizational Performance: Case of Small and Medium Enterprises in Holeta Town, Ethiopia

“…Moreover, there is a strong association between innovativeness and firms' performance, which is also statistically significant, with the values of r = 0.917, beta = 0.199, and p < 0.05, which means that increasing or decreasing the activity of innovativeness by one unit or percent will result in an increment or decrement in the performance of the firm by 19.9%. Similar results were obtained by prior research work of several authors [90][91][92][93]. In addition to this, Luo et al [94] indicated that in today's stiff firm competition, the ability of entrepreneurs, managers, and business owners to innovate new products, processes, or marketing techniques has a great role in their enterprises' performance as they take market opportunities.…”

Transformation of CRM Activities into e-CRM: The Generating e-Loyalty and Open Innovation

“…In order to address the need for better user friendliness, the e-Commerce companies are urgently required to develop and implement openness of innovation for feature's website and applications continuously. From the perspective of References [67,68], open innovation is defined as an internal and external collaboration between the company, users (customers and sellers), and partners that can surpasses the company's capability. Moreover, taking a case study in Germany SMEs (Small Medium Enterprises) [75] and also from European SMEs [76], it is concluded that the openness of an integrated managerial system is considered as a guideline and a provenance of potential strategy to establish the open innovation.…”

“…In practice, open innovation is difficult, and the processes should be specific to each company [65]. Therefore, open innovation should be engrained in a company's core culture [66], where it is should be based on the collaboration, openness to the external knowhow, constantly embracing the change management, transparency, and readiness for reengineering [67,68]. Reference [69] established, in a study, that companies would be greatly beneficial from the open innovation by pursuing strategies that increase the legitimacy with the stakeholders [69].…”

Project Managers’ Personality and Project Success: Moderating Role of External Environmental Factors

“…Project management literature provided evidence that the literature on project success factors did not include the role of leadership style as a success factor to projects, as compared with the general management literature. The human skills of project managers were concluded as one of the most critical success factors in construction as well as other types of projects [14]. Peterson, et al elucidated the impact of leaders' psychological traits on firm's performance and found that positive psychological traits of leaders are strongly linked with firm performance [15].…”