Edited by Alain Fayolle and Paula Kyrö
Chapter 5: Developing Characteristics of an Intrapreneurship-supportive Culture
Hanns Menzel, Robert Krauss, Jan Ulijn and Mathieu Weggeman INTRODUCTION Intrapreneurship is nowadays a topic with a high attraction equally to many scholars and managers in companies of any size. It can be broadly deﬁned as entrepreneurship within existing organizations, and there is broad consensus both in academia and business practice about the relevance and the need of bringing entrepreneurship into established companies. Already Schumpeter (1934), who stated that ‘new enterprises are mostly founded by new men and the old businesses sink into insigniﬁcance’, identiﬁed the need to instil the logic of entrepreneurship into the established businesses. What Drucker (1985) stated some twenty years ago, that ‘today’s businesses, especially the large ones, simply will not survive in this period of rapid change and innovation unless they acquire entrepreneurial competence’, still seems to hold true today. Besides existing small and medium sized companies (Aaltio, 2002; Carrier, 1994, 1997; Fayolle, 2003; Veenker et al., 2004), in particular big companies are turning towards intrapreneurship because they are not getting the continuing innovation, growth and value creation that they once had (Heinonen and Korvela, 2003; Mair, 2005; Pinchot, 1985; Pinchot and Pellman, 1999). Moreover, intrapreneurship is especially important for R&D as a valuable source to develop radical innovation – that is the discovery and exploitation of completely new business opportunities that go beyond the existing mainstream business of the ﬁrm (Antoncic and Hisrich, 2003; Burgelman, 1983; Fayolle, 2003; Hornsby et al., 2002; Kelley et al., 2002; Klein, 2002; Klein and Specht,...
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