Intrapreneurship, Innovation, and Competitiveness in Organization

Abstract

To ensure survival, seize opportunities, and resist threats in the unpredictable business scenario, companies increasingly adopt practices that enable intra-entrepreneur behavior. This behavior is characterized by the alignment of company members in search of innovative solutions for the development of the organization and building a competitive advantage. The current study reflects on the importance of intra-entrepreneurship and innovation for the competitiveness of the organization. This article discusses the development of intra-entrepreneurship, its characteristics, the factors that precede it, and also reflects on the relationship between intra-entrepreneurship, innovation, and competitiveness of organizations. The methodological approach consisted of a systematic descriptive-discursive review of the academic literature with research in databases (CAPES Journal Portal, EBSCO HOST, and Web of Science). The keywords used were: corporate entrepreneurship, intra-entrepreneurship, innovation, competitiveness, and competitive advantage (in Portuguese and English). The research found that intra-entrepreneurship and innovation go hand in hand. Together, they constitute dynamic and holistic processes in which employee behavior, combined with favorable organizational factors, affect the development of organizations and the possibility of developing a competitive advantage, not limited to new companies. This article contributes to the literature on intra-entrepreneurship, reinforcing its importance, along with innovation for organizational development. As a practical implication, the current work demonstrated the need to increase attention and appreciation of human capital as a strategic factor for achieving competitive advantage in organizations. For future research, we suggest seeking quantitative research that confirms the relationship between intra-entrepreneurship, innovation, and organizational performance.

Individual Intrapreneurial Behavior Effect on Project Success: Profiles and Distinct Outcomes

“…Intrapreneurship is linked to competitive advantage and better market positions to improve company success when facing business environment challenges (Klofsten et al, 2021 and future development models (Dung & Giang, 2021). The innovation-seeking behavior of intrapreneurs can help better position companies to understand the future that unfolds and then foster new ideas, products, and other aspects that can render the company the skills to take advantage of the market opportunities (Morais et al, 2021) through a systematic planning behavior over time (Honig & Samuelsson, 2021). These aspects lead us to the argument that the intrapreneur is an individual that relies on routine planning activities to foresee the impacts of environmental changes and search for business opportunities for the company.…”

Workplace spirituality and entrepreneurial behavior among employees in organizations: the role of psychological ownership

“…Hence, when employees develop PO, they become highly engaged in organizational activities that require the exploitation of their potential to behave entrepreneurially (Kaufman, 2018;Sieger et al, 2013). Furthermore, studies suggest that PO is an antecedent factor in employees' entrepreneurial behavior in organizations (Bernhard and O'Driscoll, 2011;Morais et al, 2021;Sieger et al, 2013). Accordingly, given the hypothesized relationship between workplace spirituality and employees' PO (H2) and the above arguments that indicate the relationship between PO and employees' entrepreneurial behavior, we argue that PO is likely the critical element that connects workplace spirituality and employees' entrepreneurial behavior, thereby explaining this relationship.…”

Toward Dynamic-Based Classification of SMEs

“…Past research has identified several relevant determinants of future growth including owner intentions, characteristics and experience, firm age and sector, level of innovation, excess to financial resources and external advice, and external opportunities (Asa & Prasad, 2014;Coad et al, 2018;Fadahunsi, 2012;Hansen & Hamilton, 2011;Lambert, 2018;Morais et al, 2021;Morrison et al, 2003). Level of innovation has been chosen here, as studies have shown that it can serve as a good predictor of growth, as well as being measurable through several methodologies (Ahlstrom, 2010;Qian & Li, 2003;Verhees & Meulenberg, 2004;Wolff & Pett, 2006;Wong et al, 2005).…”