Organizational support for intrapreneurship and its interaction with human capital to enhance innovative performance

Alpkan, Lütfihak; Bulut, Çağrı; Günday, Gürhan; Ulusoy, Gündüz; Kılıç, Kemal

doi:10.1108/00251741011043902

Cited by 333 publications

(194 citation statements)

References 85 publications

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“…Previous literature has already studied the necessity of creating an inner environment that is conducive to internal entrepreneurship and individual commitment to sustainable corporate entrepreneurship (Alpkan et al, 2010). A successful intrapreneurial spirit can only be possible if a suitable internal support climate is established where intrapreneurs engage in opportunity-seeking entrepreneurial behaviours, as in the case of independent entrepreneurs discovering important challenges and opportunities (Zahra, 1991;Barringer & Bluedorn, 1999;Jeong et al, 2006).…”

Section: Resultsmentioning

confidence: 99%

“…According to recent empirical studies on different cultures around the world, investments made in improve human capital and education seem to provide an increase in the organizational innovativeness (Alpkan et al, 2010). Similarly, Chen et al (1998) identified a correlation between the level of entrepreneurial intention and the number of management courses taken by students.…”

Section: Knowledge As a Resourcementioning

confidence: 99%

See 1 more Smart Citation

Organizational Resources and Intrapreneurial Activities: A Cross-Country Study

Turró

Urbano

2012

SSRN Journal

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La sèrie Documents de treball d'economia de l'empresa presenta els avanços i resultats d'investigacions en curs que han estat presentades i discutides en aquest departament; això no obstant, les opinions són responsabilitat dels autors. El document no pot ser reproduït total ni parcialment sense el consentiment de l'autor/a o autors/res. Dirigir els comentaris i suggerències directament a l'autor/a o autors/res, a la direcció que apareix a la pàgina següent.A Working Paper in the Documents de treball d'economia de l'empresa series is intended as a mean whereby a faculty researcher's thoughts and findings may be communicated to interested readers for their comments. Nevertheless, the ideas put forwards are responsibility of the author. Accordingly a Working Paper should not be quoted nor the data referred to without the written consent of the author. Please, direct your comments and suggestions to the author, which address shows up in the next page. ORGANIZATIONAL RESOURCES AND INTRAPRENEURIAL ACTIVITIES:A CROSS-COUNTRY STUDY. ABSTRACTThe importance of entrepreneurship for social and economic growth is generally accepted. In addition, intrapreneurship or corporate entrepreneurship is recognized as one of the key elements for organizational development. In this context, corporate culture and, specifically, entrepreneurial competences are considered to be catalysts for intrapreneurship. The main purpose of this paper is to analyse the influence of resources and capabilities on the probability of becoming an intrapreneur. Using data obtained from the Global Entrepreneurship Monitor (GEM) for 39 countries, and a logistic model, the study shows that entrepreneurial resources and capabilities, such as previous entrepreneurial experience, entrepreneurial competences and the ability to detect business opportunities, influence intrapreneurial behaviour. The contributions of this research are both conceptual (advancing corporate entrepreneurship theory) and practical (relating to the design of policies to foster intrapreneurial activities).

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Section: Resultsmentioning

confidence: 99%

Section: Knowledge As a Resourcementioning

confidence: 99%

Organizational Resources and Intrapreneurial Activities: A Cross-Country Study

Turró

Urbano

2012

SSRN Journal

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“…A suitable organisational milieu for intrapreneurial activities to flourish innovative human capital requires behavioural patterns for pioneering innovative ideas in their products, operational and managerial processes, structures and markets (Alpkan et al, 2010). According to De Jong & Wennekers, 2008), there are several important elements on how to establish a suitable environment and organisational architecture that focus on innovation for intrapreneurship.…”

Section: Pro-innovativeness Organisational Architecture and Innovativmentioning

confidence: 99%

Transforming Malaysia Towards an Innovation-Led Economy By Leveraging on Innovative Human Capital

Halim

Ahmad

2012

The Winners

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“…It was also considered as characteristic of the organization (Foss et al, 2013). Studies have tended to the extent to which a person generates ideas depends on the perception of the work environment (Damanpour, 1991;Axtell et al, 2000;Hornsby et al, 2009;Alpkan et al, 2010). On the other hand, physical work environment consists of several items such as lighting, space or size of working area, the quality of air, the temperature, the layout, and another physical setting in the organization (Cartwright and Cooper, 1997).…”

Section: Work Environmentmentioning

confidence: 99%

Untitled

2018

International Journal of Asian Social Science

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Article HistoryWork stress has been rampant among employees in most organizations. Moreover, work stress could impact employees' work life and organization performance. Unfortunately, employees of the public organization also are not exempted from experiencing work stress. The objectives of this paper are to understand the relationship between work stress toward work environment, management support, and work satisfaction; and also to determine the impact of work stress on work environment, management support, and work satisfaction among employees in the public organizations. Questionnaires were distributed among employees in the public organizations in consideration of the tools by various scholars on work stress, work environment, management support, and employee satisfaction. The paper had a response rate of 75.7% from the participation by those employees. Data analyses were done using SPSS specifically on correlation and regression. Results indicated that work stress had no impact on work environment, management support, and employee satisfaction. On the other hand, work environment had a positive relationship toward management support and employee satisfaction. Meanwhile, management support and employee satisfaction had a positive relationship. Finally, the public organizations' top management could learn that work stress had an impacted on their employees' work environment which subsequently will affect organizations' performance.Contribution/ Originality: This paper contributes to the body of knowledge of stress where the existence of a relationship of the determinants of stress at workplace. It also proves that variable work environment has a significant relationship with work stress. This study discovered that work environment can be used and supported as a significant relationship with work stress. Moreover, work stress affects the productivity and efficiency level in an organization. Thus, organizations should know that work environment has implications toward employees' work stress. However, the top management should maintain a good supervision and keep a focus on their employee satisfaction.

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Organizational support for intrapreneurship and its interaction with human capital to enhance innovative performance

Cited by 333 publications

References 85 publications

Organizational Resources and Intrapreneurial Activities: A Cross-Country Study

Organizational Resources and Intrapreneurial Activities: A Cross-Country Study

Transforming Malaysia Towards an Innovation-Led Economy By Leveraging on Innovative Human Capital

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