Employees’ Intrapreneurial Engagement Initiatives and Its Influence on Organisational Survival

Abstract

Employee intrapreneurial engagement is considered to be one of the fundamental initiatives that can help organisations to achieve a sustainable competitive advantage in the midst of economic hardship and stiff competition particularly in a volatile and competitive business environment. The main objective of this study is to examine how employees’ intrapreneurial engagement initiatives would influence organisational survival. Few studies analyse how employee intrapreneurial engagement may foster organisational survival. In order to bridge this gap, we conducted a survey with three main manufacturing companies in Nigeria. A descriptive research method (Structural Equation Model (AMOS 22)) was applied to analyse the two hundred and fifty-nine (259) copies of valid questionnaire completed by the respondents using stratified and simple random sampling techniques. However, the study indicated that fostering employees’ intrapreneurial engagement have positive significant implications on organisational survival. This suggests that employees’ empowerment, involvement, autonomy, relationships and reward system have significant effects on organisational survival. It is therefore recommended that organisations should challenge their employees by providing them with autonomy and the freedom to innovate and carve out spaces for them to take risks and experiment. The insights discovered from this study would help to facilitate stakeholders to develop or foster employee intrapreneurial engagement and strong institutional strategies to ensure organisational survival.

Do National Values of Culture and Sustainability Influence Direct Employee PDM Levels and Scope? The Search for a European Answer

“…First, part of the human resource management literature calls for bringing humanity back into HRM, and by giving voice to an employee, organizations are humanized [43]. Second, employee participation as an HR practice enables organizations to survive and remain consistent over the long term [44]. The active participation of employees strengthens the organization in the achievement of continuous improvement [45].…”

Integration Intrapreneurship: Implementing Innovation in a Public Healthcare Organisation

“…It was also found that frontline professionals across multiple other sectors accepted the ECHO® Networks, as virtual communities of practice, as an innovative new product/service to effect practice change. This research identi ed and expanded on evidence suggesting that public sector organizations could bene t from exploring more intrapreneurial approaches to change/innovation given the adoption and embedding of innovations like the ECHO model™ within CHQHHS (Falola et al, 2018;Guven, 2020;Neessen et al, 2019;Park et al, 2014). The key strategies highlighted by Heinze and Weber (2015) were overlayed to understand and contextualize tactics employed by the project team throughout the implementation of the new business innovation to ensure it was successfully embedded within the organization.…”

“…Antoncic & Hisrich, 2003). Employees within these organizations that can be characterized by their motivation to proactively identify and seize opportunities to acquire resources (human and capital) to implement innovations, change, or departures from the status quo are considered intrapreneurs (Altinay, 2004;Falola et al, 2018;Heinze & Weber, 2015;Park, Kim, & Krishna, 2014). The contextual landscape of public healthcare organizations is conducive to fostering cultures where the concept of intrapreneurship can be mobilized by the workforce to innovate and improve the delivery of healthcare services.…”

Idea Systems for Intrapreneurship and Growth of Innovation: A Literature Review.

“…Without a system, however rustic, suggestions can become a nuisance since each idea can receive a different approach and perhaps the most innovative one is neglected [4]. Most of the researched works do not deal with the use of these systems specifically [5,8,9,10,11,13,14]. Whether due to the lack of openness for a survey at this level or because the tool is not a specific model, but adaptable to each structure and often, even though the organization is not guided by ideas, there is an informal channel to capture these opinions [6,7].…”

“…In the state of the art, it is evident that intrapreneurship is strategic in order to be competitive and enhance the growth of the companies' innovative capacity [10]. The use of a suggestion program can organize, facilitate control and equity in assessments, reinforcing the role of the intrapreneur [6].…”