Questions whether entrepreneurship is a competency that large companies can excel in.
Written in 2005; 21,045 words; 72 sources; MLA; $ 249.95
Paper Summary:
This study focuses on the concept and phenomenon of intrapreneurship in an effort to determine its prerequisites and outcomes. This paper presents the results of the survey of fve companies and 50 employee responses. The study reveals that intrapreneurship is largely dependent on two things, people and company culture. The literature review of this paper examines each of these types of research in an effort to determine if large companies can mobilize entrepreneurial ideas to form a fundamental competitive advantage. Despite the growing interest in intrapreneurship, little empirical research has examined which factors make intraprenership successful. This paper asks two important questions. Can entrepreneurial management exist in large organizations?
Does the decision making process, culture structure, and attitude toward risk allow large companies to encourage entrepreneurial management? This paper hypothesizes that today's market is far more competitive than it has been in the past. In today's information age, traditional business strategies are no longer effective. Therefore, companies that show initiative and innovation are surviving better than those who are sticking to what they know and repeating what has worked in the past. Thus, it appears that large organizations must adapt their structure, culture, and rewards systems to embrace, harness, and exploit entrepreneurial attitudes within the company. The literature review discusses the potential factors and outcomes of intrapreneurship based on previous research and measures them in small business context. The survey aims to provide some insight about which factors promote entrepreneurial attitudes within a large company. Finally, the study discusses the results, provides a series of recommendations for large companies, and gives direction for further research.
I. Abstract
II. Table of Contents
III. Introduction
IV. Literature Review
Introduction
History of Intrapreneurship
The Definition of an Intrepreneur
The Benefits of Intrapreneurship
Prerequisites of Intrapreneurship
Outcomes of Intrapreneurship
Conclusion
Promoting Entrepreneurship Within a Company
VI. Methodology
Introduction
Description of Study
Questionnaire
VIII. Conclusions and Recommendations
Bibliography
From the Paper:
"Because of this phenomenon, there is an increased interest in topics such as entrepreneurial management, corporate entrepreneurship, strategic entrepreneurship and intrapreneurship (Christenson, 2004). This is partly because of the 're-labelling' (Latour, 1999) of existing concepts, but it has also paved the way for the introduction of new practices and theories. Guth and Ginsberg [1990, p. 6] argue that "despite the growing interest in corporate entrepreneurship, there appears to be nothing near a consensus on what it is". As a result, there are theoretical inconsistencies on how the ideas should be understood. What all the proposed ideas seem to agree on, however, is that entrepreneurial activities can renew established organizations and that this can typically be achieved through innovation and venturing activities that provide the company with access to different skills, capabilities and resources (McGrath et al, 1995)."
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