Clarifying the intrapreneurship concept

Antončić, Boštjan; Hisrich, Robert D.

doi:10.1108/14626000310461187

Cited by 600 publications

(548 citation statements)

References 68 publications

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“…This finding confirms an earlier report by Antoncic and Hisrich, (2001) who noted that pro-activeness involves anticipatory, change-oriented and self-initiated behaviour in the market place by managers where they exhibit boldness, competitive aggressiveness and adventurous characteristics relative to rival competitors. Customers are more likely to be satisfied when entrepreneurs engage in proactive meeting of expectations.…”

Section: Discussion Of Findingssupporting

confidence: 91%

“…Pro-activeness is a strategy to achieve business success of an organization characterized by confidently seeking for opportunities where they introduce new products, services or market ahead of other competitors and acting in anticipation of future change in demand and emerging uncertainty in the firm's internal and external environment, (Hughes and Morgan, 2007).Thus, it refers to organization attitude that facilitates the introduction of new products, services, understanding customers' demands and reacting to the market ahead of competitors because of their constant monitoring, alertness and identification of customer's needs and current environmental trends. Pro-activeness involves anticipatory, change-oriented and self-initiated behavior in the market place by managers where they exhibit boldness, competitive aggressiveness and adventurous characteristics relative to rival competitors (Antoncic and Hisrich, 2001). In the view of Okpara (2009), there are different levels to which individuals and organizations are proactive.…”

Section: Literature Reviewmentioning

confidence: 99%

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Pro-Activeness and Survival of Small and Medium Scale Enterprises in Nigeria

Amah¹

2018

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The study investigated the relationship between Pro-activeness and the Survival of small and medium scale enterprises (SMEs) in Port Harcourt. The cross sectional survey method was adopted. A sample size of eighty was drawn from a population of one hundred employees using the Taro Yamane formula. The questionnaire was the main instrument for data collection and data obtained was analyzed using the SPSS. Spearman's rank correlation coefficient was used to test the hypotheses. Our findings revealed a strong and positive relationship between pro-activeness and the measures of survival of small and medium scale enterprises. We concluded that pro-activeness significantly and proportionately predict the organizational performance and success level of SMEs. We recommended that firms should undertake more pro-active steps and enterprising activities. Managers should encourage pro-activeness, tolerate mistakes and reward new ideas that contribute to innovation and organizational survival. Government ought to as matter of criticality help planned business visionaries to have admittance to the public purse to back them up. This could enable them implement their pro-active ideas.

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Section: Discussion Of Findingssupporting

confidence: 91%

Section: Literature Reviewmentioning

confidence: 99%

Pro-Activeness and Survival of Small and Medium Scale Enterprises in Nigeria

Amah¹

2018

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“…One option to address this sometimes nepotistic behavior (Tokarczyk et al 2007) could be the initiation of intergenerational rounds of discussion and knowledge exchange, reinforcing and sharing a common understanding of decisive firm resources (Cabrera-Suarez et al 2001). This discussion can also be fruitful by explicitly discussing family members' SEW goals and how to balance Risk-Taking and SEW goals within their available degree of independence in the business (Antoncic and Hisrich 2003). Finally, we suggest to family firm management and consultants alike to re-focus on and exploit firms' entrepreneurial orientation capabilities to leverage financial performance, while maintaining competitive advantages from family resources.…”

Section: Resultsmentioning

confidence: 99%

Tweaking the entrepreneurial orientation–performance relationship in family firms: the effect of control mechanisms and family-related goals

2017

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Management literature is currently giving growing conceptual and empirical attention to the peculiarity and relevance of entrepreneurial attitudes in family firms, with divergent outcomes. Aiming at concretizing the effects of these attitudes, denoted by the entrepreneurial orientation construct, on family business performance and considering that family dynamics come into play in this relationship, we particularly investigate the impact of control mechanisms and familyrelated goals. Findings are based on a sample of 180 family firms and show that Proactiveness and Autonomy are particularly relevant to financial performance. Agency-problems avoiding control mechanisms moderate the effect of Innovativeness and Autonomy, while socioemotional wealth (SEW) goals moderate the effect of Risk-Taking, respectively. The usage of these mechanisms and managing SEW goals provide opportunities for a more efficient exploitation of entrepreneurial attitudes.

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“…Based on this assumption, various studies have been developed, focusing on different perspectives (individual-, team-and organizational level) and diverse theoretical foundations. The outcome of this is a new sub-field in entrepreneurship research, called intrapreneurship (Antoncic and Hisrich 2003). Due to the lack of a consistent definition of the concept of intrapreneurship (Åmo and Kolvereid 2005;Christensen 2005;Menzel et al 2007), as well as different theoretical perspectives, intrapreneurship is a broad concept addressed in various research areas.…”

Section: Introductionmentioning

confidence: 99%

“…Depending on the varying theoretical approaches, related concepts such as entrepreneurial orientation (Anderson and Covin 2014;Covin and Wales 2012), corporate entrepreneurship (Dess et al 2003;Ireland et al 2009) and corporate venturing (Antoncic and Hisrich 2003) have emerged. Moreover, similar but nevertheless different concepts and synonyms have developed, leading to further confusion in the field of intrapreneurship (e.g.…”

Section: Introductionmentioning

confidence: 99%

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

2018

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Intrapreneurship as a sub-field of entrepreneurship has increased in importance. Due to the crucial role of entrepreneurial employees with regard to innovation and competitive advantage, research has increased and various concepts have emerged. Despite the growing interest in the field, intrapreneurship is still lacking a clear classification of the related concepts as research has thus far been based on diverse theoretical approaches. Indeed, contributions in the field are fragmented, using various definitions. There is no systematic review providing an overview of the field. By distinguishing between corporate entrepreneurship, entrepreneurial orientation and intrapreneurship, this paper clearly positions intrapreneurship as individual-level concept. Most prior research has been done at the organizational level, focusing on concepts such as corporate entrepreneurship, but research concentrating on individual intrapreneurial employees is rare. Therefore, this paper closes the gap by performing a systematic literature review and using a narrow focus to present the current state of research with regard to the individual-level perspective on intrapreneurship. The results of the review make it possible to identify five different research streams based on the analytical levels applied. The research streams examined used various lenses and cover business, technological and academic contexts. In a final step, the findings and possible research agendas are integrated in a model that serves as the basis for future research initiatives. Hence the paper offers the possibility of a clearer justification for future research and is a first step towards a holistic research model related to intrapreneurship.

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Clarifying the intrapreneurship concept

Cited by 600 publications

References 68 publications

Pro-Activeness and Survival of Small and Medium Scale Enterprises in Nigeria

Pro-Activeness and Survival of Small and Medium Scale Enterprises in Nigeria

Tweaking the entrepreneurial orientation–performance relationship in family firms: the effect of control mechanisms and family-related goals

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

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