Managing intrapreneurial capabilities: An overview

Abstract

In recent decades, there has been growing interest in intrapreneurial capabilities. The intrapreneurship and strategic management literatures have insights for entrepreneurs about how to apply entrepreneurial and strategic techniques and concepts in creating competitive advantage. More specifically, the dynamic capabilities framework has emerged as a useful tool for managers to better develop and manage intrapreneurial capabilities. Our essay and the papers in this special issue provide a timely opportunity to assess the rise of intrapreneurship and address organizational and policy implications.

The Emergence of Shared Leadership in Innovation Labs

“…The present-day imperative of innovation has led organizations to embrace intrapreneurship for competitive advantage ( Kuratko, 2017 ; Klofsten et al, 2021 ). However, intrapreneurs within large organizations are limited in their entrepreneurial endeavors by inflexible rules and routines, hierarchical decision making, and risk-averse leaders ( Neessen et al, 2019 ).…”

The effect of transformational leadership on nonfamily international intrapreneurship behavior in family firms: the mediating role of psychological empowerment

“…Intrapreneurship is significant for international family firms, and based on their distribution channels, are mostly dependent on direct marketing strategy through knowledge, skills and innovation among employees (Klofsten et al , 2021; Mubarik et al , 2020). Vietnam is an emerging market experiencing a high rate of economic growth in addition to societal concerns, determined by expanded trade and investment activities, the different political, economic, social and labor contexts.…”

Entrepreneurship and Intrapreneurship in Social, Sustainable, and Economic Development: Opportunities and Challenges for Future Research

“…In this regard, intrapreneurship is helpful for entering internationalization processes, enhancing innovativeness, and increasing performance, among other outcomes (cf. De Falco and Renzi [44] and Klofsten et al [45]). In this sense, this sort of entrepreneurial activity within organizations has emerged as a mechanism to generate not only profitable results for firms but also valuable solutions for the society [46].…”

“…In this sense, this sort of entrepreneurial activity within organizations has emerged as a mechanism to generate not only profitable results for firms but also valuable solutions for the society [46]. Despite the discussion around intrapreneurship, there is also extant research suggesting that certain institutions at organizational and country level influence the quantity and quality of this type of entrepreneurial activity [45,47]. For instance, Audretsch et al [42] and Turró et al [10] show that intrapreneurial decisions and actions are negatively affected when over-regulations for labor mobility and business procedures exist.…”

“…Honig and Samuelsson [47] explain that the intrapreneurial planning process of identification and exploitation of opportunities depends on the institutional context that is created at the aggregated level, and most importantly at the intra-firm level. Taking into account the internal and external environment, intrapreneurs create patterns that better use their resources and capabilities as mechanisms to start an adaptation process for firm and social value creation [45,49]. In light of this discussion, a better understanding on how intrapreneurs should also think strategically to overcome institutional barriers is required.…”