The Experts below are selected from a list of 2127 Experts worldwide ranked by ideXlab platform
Arnold B Bakker - One of the best experts on this subject based on the ideXlab platform.
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measuring Intrapreneurship at the individual level development and validation of the employee Intrapreneurship scale eis
European Management Journal, 2019Co-Authors: Jason C. Gawke, Marjan J. Gorgievski, Arnold B BakkerAbstract:Abstract Although employees are recognized to be key for organizational new venture creation and strategic renewal (i.e., Intrapreneurship), the current literature on Intrapreneurship from an individual-level perspective is fragmented, and a valid measurement instrument is lacking. We address this gap and start with presenting a review of the current literature on employee Intrapreneurship. Based on this review we define employee Intrapreneurship as an agentic and strategic work behavior aimed at new venture creation and strategic renewal. Next, two studies are presented aimed at developing and validating a measurement instrument that captures employee venture behavior and strategic renewal behavior as two facets of employee Intrapreneurship: the Employee Intrapreneurship Scale (EIS). In Study 1, the EIS was created and its factorial validity examined in three departments of a public organization (total N = 1,475). In Study 2, using a sample of private sector employees (N = 243), the convergent and discriminant validity of the EIS was tested using self-ratings of personal initiative, reward sensitivity, and punishment sensitivity, as well as their innovativeness and risk-taking behavior as rated by a close colleague. The results indicate that the Employee Intrapreneurship Scale is a valid and reliable instrument for capturing employee Intrapreneurship in multiple contexts. Theoretical and practical implications are discussed.
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personal costs and benefits of employee Intrapreneurship disentangling the employee Intrapreneurship well being and job performance relationship
Journal of Occupational Health Psychology, 2017Co-Authors: Jason C. Gawke, Marjan J. Gorgievski, Arnold B BakkerAbstract:Ample studies have confirmed the benefits of Intrapreneurship (i.e., employee behaviors that contribute to new venture creation and strategic renewal activities) for firm performance, but research on the personal costs and benefits of engaging in intrapreneurial activities for employees is lacking. Building on job demands-resources and reinforcement sensitivity theories, we examined how employees' reinforcement sensitivity qualified the relationship among their intrapreneurial behavior, subjective well-being, and other-rated job performance. Using a sample of 241 employee dyads, the results of moderated mediation analyses confirmed that employee Intrapreneurship related positively to work engagement for employees high (vs. low) in sensitivity to rewards (behavioral approach system), which subsequently related positively to innovativeness and in-role performance and negatively to work avoidance. In contrast, employee Intrapreneurship related positively to exhaustion for employees high (vs. low) in sensitivity to punishments (behavioral inhibition system), which subsequently related positively to work avoidance and negatively to in-role performance (but not to innovativeness). Theoretical and practical implications are discussed. (PsycINFO Database Record (c) 2018 APA, all rights reserved).
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Employee Intrapreneurship and work engagement: A latent change score approach
Journal of Vocational Behavior, 2017Co-Authors: Jason C. Gawke, Marjan J. Gorgievski, Arnold B BakkerAbstract:Although ample evidence has shown that intrapreneurial activities of an employee (i.e. employee Intrapreneurship) positively impact organizational outcomes, research on how these activities affect employee outcomes is scarce. Based on Job Demands-Resources theory, we hypothesized that employee Intrapreneurship builds personal resources over time, which in turn, fosters work engagement. We conducted a two-wave study with a three-month time interval among a sample of public servants (N = 351). Results of a latent change score analysis showed that employee Intrapreneurship predicted a positive change in employees’ personal resources over time, and personal resources predicted higher and more stable experiences of work engagement during the study period. Moreover, we found evidence for a positive gain cycle of employee intrapreneurial behavior, personal resources, and work engagement. The practical implication of our findings is that intervening to increase either one of these constructs can be expected to lead to mutual gains in the others.
Bostjan Antoncic - One of the best experts on this subject based on the ideXlab platform.
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employee satisfaction Intrapreneurship and firm growth a model
Industrial Management and Data Systems, 2011Co-Authors: Jasna Auer Antoncic, Bostjan AntoncicAbstract:Purpose – Organizational performance, growth and development may depend considerably on entrepreneurship in existing organizations (Intrapreneurship) and Intrapreneurship employee‐related antecedents. The purpose of this study is to focus on employee satisfaction (composed of four dimensions: general satisfaction with work; employee relationships; remuneration, benefits and organizational culture; and employee loyalty), Intrapreneurship and firm growth. The model's underlying hypotheses were conceptually developed and empirically tested.Design/methodology/approach – Using data collected via a structured questionnaire sent by e‐mail to 149 firms from Slovenia, the model's hypotheses were tested by applying structural equation modeling.Findings – The findings support the hypothesized relationships between employee satisfaction, Intrapreneurship and growth. The influence of the control variables was also assessed in the model and firm age was found to be influential.Research limitations/implications – Firm g...
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Intrapreneurship a comparative structural equation modeling study
Industrial Management and Data Systems, 2007Co-Authors: Bostjan AntoncicAbstract:Purpose – The purpose of this paper is to illustrate the Intrapreneurship construct with its predictors and consequences via a model. Previous studies in Intrapreneurship have been predominantly concerned with patterns of relationships (coefficients of the model) as opposed to the level of Intrapreneurship and other constructs (latent means) in the Intrapreneurship model. This study aims to examine both the patterns of relationships and the levels (means) across two countries (the USA and Slovenia) by testing two models (the zero‐means model and the latent‐means model).Design/methodology/approach – Mailed structured questionnaire data for this cross‐sectional study were collected from firms in the USA and Slovenia (192 usable responses). Structural equation modeling was used to estimate the models and compare coefficients and latent means.Findings – The model hypotheses on the relationships among environment, organizational characteristics, Intrapreneurship, and performance were mainly supported across bo...
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risk taking in Intrapreneurship translating the individual level risk aversion into the organizational risk taking
Journal of Enterprising Culture, 2003Co-Authors: Bostjan AntoncicAbstract:Risk taking is important for entrepreneurship in existing organizations (Intrapreneurship). This study contributes to Intrapreneurship theory by explaining a paradoxical nature of translation of individual level risk aversion into organizational level risk taking behavior. A model for examination of this risk taking paradox in Intrapreneurship is developed on the basis of Intrapreneurship "theory," theory of planned behavior, prospect theory, agency theory and organizational culture perspective. A set of propositions is developed linking risk-related cognitions, behaviors and their antecedents. A model of risk taking in Intrapreneurship is discussed here on the basis of propositions, and implications for research and practice.
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clarifying the Intrapreneurship concept
Journal of Small Business and Enterprise Development, 2003Co-Authors: Bostjan Antoncic, Robert D HisrichAbstract:This research contributes to the development of the theory of Intrapreneurship by clarifying the Intrapreneurship concept. Intrapreneurship is more precisely defined by referring to emergent behavioral intentions and behaviors that are related to departures from the customary ways of doing business in existing organizations. The Intrapreneurship concept is positioned in the management literature, is contrasted with other similar management concepts and developed as an integrative concept composed of eight distinct, yet related dimensions.
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Intrapreneurship construct refinement and cross cultural validation
Journal of Business Venturing, 2001Co-Authors: Bostjan Antoncic, Robert D HisrichAbstract:Abstract Intrapreneurship (entrepreneurship within existing organizations) has been of interest to scholars and practitioners for the past two decades. Intrapreneurship is viewed as being beneficial for revitalization and performance of corporations, as well as for small and medium-sized enterprises. The concept has four distinct dimensions. First, the new-business–venturing dimension refers to pursuing and entering new businesses related to the firm's current products or markets. Second, the innovativeness dimension refers to the creation of new products, services, and technologies. Third, the self-renewal dimension emphasizes the strategy reformulation, reorganization, and organizational change. Finally, the proactiveness dimension reflects top management orientation in pursuing enhanced competitiveness and includes initiative and risk-taking, and competitive aggressiveness, and boldness. While differing somewhat in their emphasis, activities and orientations, the four dimensions pertain to the same concept of Intrapreneurship because they are factors of Schumpeterian innovation, the building block of entrepreneurship. The pursuit of creative or new solutions to challenges confronting the firm, including the development or enhancement of old and new products and services, markets, administrative techniques, and technologies for performing organizational functions (e.g., production, marketing, sales, and distribution), as well as changes in strategy, organizing, and dealings with competitors are innovations in the broadest sense. Intrapreneurship theory and measures have an American basis. While being considered universal, their generalizability has been limited because their cross-cultural testing has been extremely limited. Two main measures of Intrapreneurship (the ENTRESCALE and the corporate entrepreneurship scale) were developed independently but lack validity for cross-national comparisons and do not tap all four dimensions of Intrapreneurship when used independently. In order to fill the gaps in previous research, these two scales are integrated into a four-dimensional measure of Intrapreneurship. Refinement and validation was done by using two samples from two distinct economies: Slovenia (a small transition economy from Central and Eastern Europe with a short entrepreneurship tradition) and the United States (a large, developed, and advanced economy that is a leader in entrepreneurship research and practice). The refined multidimensional measure of Intrapreneurship was developed to be cross-culturally generalizable because its refined dimensions' scales include only cross-culturally comparable items. The refined Intrapreneurship construct measure showed reasonably good convergent and discriminant validity as well as good nomological validity in terms of expected positive relationships to its antecedents (organizational and environmental characteristics) and consequences (growth and profitability) across the two samples that included large, medium-sized, and smaller firms from a variety of different industries (manufacturing consumer and industrial goods, consumer and business services, trade, and construction). In addition to the generalizability of the refined Intrapreneurship construct measure, the results of this study support the notion that Intrapreneurship is an important predictor of firm growth in terms of absolute growth (growth in number of employees and in total sales) and relative growth (growth in market share in comparison to competition). Firms that nurture organizational structures and values conducive to intrapreneurial activities are more likely to grow than organizations that are low in such characteristics. Open and quality communication, existence of formal controls, intensive environmental scanning, management support, organizational support, and values all help an organization become more intrapreneurial. Intrapreneurial organizations are those that engage in new business venturing, are innovative, continuously renew themselves, and are proactive. In transition economies, which are adapting their economies to more developed economies' standards of doing business, and where growth may not yet be the primary goal, Intrapreneurship may be even more important for the growth and profitability of existing organizations.
Robert D Hisrich - One of the best experts on this subject based on the ideXlab platform.
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clarifying the Intrapreneurship concept
Journal of Small Business and Enterprise Development, 2003Co-Authors: Bostjan Antoncic, Robert D HisrichAbstract:This research contributes to the development of the theory of Intrapreneurship by clarifying the Intrapreneurship concept. Intrapreneurship is more precisely defined by referring to emergent behavioral intentions and behaviors that are related to departures from the customary ways of doing business in existing organizations. The Intrapreneurship concept is positioned in the management literature, is contrasted with other similar management concepts and developed as an integrative concept composed of eight distinct, yet related dimensions.
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Intrapreneurship construct refinement and cross cultural validation
Journal of Business Venturing, 2001Co-Authors: Bostjan Antoncic, Robert D HisrichAbstract:Abstract Intrapreneurship (entrepreneurship within existing organizations) has been of interest to scholars and practitioners for the past two decades. Intrapreneurship is viewed as being beneficial for revitalization and performance of corporations, as well as for small and medium-sized enterprises. The concept has four distinct dimensions. First, the new-business–venturing dimension refers to pursuing and entering new businesses related to the firm's current products or markets. Second, the innovativeness dimension refers to the creation of new products, services, and technologies. Third, the self-renewal dimension emphasizes the strategy reformulation, reorganization, and organizational change. Finally, the proactiveness dimension reflects top management orientation in pursuing enhanced competitiveness and includes initiative and risk-taking, and competitive aggressiveness, and boldness. While differing somewhat in their emphasis, activities and orientations, the four dimensions pertain to the same concept of Intrapreneurship because they are factors of Schumpeterian innovation, the building block of entrepreneurship. The pursuit of creative or new solutions to challenges confronting the firm, including the development or enhancement of old and new products and services, markets, administrative techniques, and technologies for performing organizational functions (e.g., production, marketing, sales, and distribution), as well as changes in strategy, organizing, and dealings with competitors are innovations in the broadest sense. Intrapreneurship theory and measures have an American basis. While being considered universal, their generalizability has been limited because their cross-cultural testing has been extremely limited. Two main measures of Intrapreneurship (the ENTRESCALE and the corporate entrepreneurship scale) were developed independently but lack validity for cross-national comparisons and do not tap all four dimensions of Intrapreneurship when used independently. In order to fill the gaps in previous research, these two scales are integrated into a four-dimensional measure of Intrapreneurship. Refinement and validation was done by using two samples from two distinct economies: Slovenia (a small transition economy from Central and Eastern Europe with a short entrepreneurship tradition) and the United States (a large, developed, and advanced economy that is a leader in entrepreneurship research and practice). The refined multidimensional measure of Intrapreneurship was developed to be cross-culturally generalizable because its refined dimensions' scales include only cross-culturally comparable items. The refined Intrapreneurship construct measure showed reasonably good convergent and discriminant validity as well as good nomological validity in terms of expected positive relationships to its antecedents (organizational and environmental characteristics) and consequences (growth and profitability) across the two samples that included large, medium-sized, and smaller firms from a variety of different industries (manufacturing consumer and industrial goods, consumer and business services, trade, and construction). In addition to the generalizability of the refined Intrapreneurship construct measure, the results of this study support the notion that Intrapreneurship is an important predictor of firm growth in terms of absolute growth (growth in number of employees and in total sales) and relative growth (growth in market share in comparison to competition). Firms that nurture organizational structures and values conducive to intrapreneurial activities are more likely to grow than organizations that are low in such characteristics. Open and quality communication, existence of formal controls, intensive environmental scanning, management support, organizational support, and values all help an organization become more intrapreneurial. Intrapreneurial organizations are those that engage in new business venturing, are innovative, continuously renew themselves, and are proactive. In transition economies, which are adapting their economies to more developed economies' standards of doing business, and where growth may not yet be the primary goal, Intrapreneurship may be even more important for the growth and profitability of existing organizations.
Jason C. Gawke - One of the best experts on this subject based on the ideXlab platform.
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measuring Intrapreneurship at the individual level development and validation of the employee Intrapreneurship scale eis
European Management Journal, 2019Co-Authors: Jason C. Gawke, Marjan J. Gorgievski, Arnold B BakkerAbstract:Abstract Although employees are recognized to be key for organizational new venture creation and strategic renewal (i.e., Intrapreneurship), the current literature on Intrapreneurship from an individual-level perspective is fragmented, and a valid measurement instrument is lacking. We address this gap and start with presenting a review of the current literature on employee Intrapreneurship. Based on this review we define employee Intrapreneurship as an agentic and strategic work behavior aimed at new venture creation and strategic renewal. Next, two studies are presented aimed at developing and validating a measurement instrument that captures employee venture behavior and strategic renewal behavior as two facets of employee Intrapreneurship: the Employee Intrapreneurship Scale (EIS). In Study 1, the EIS was created and its factorial validity examined in three departments of a public organization (total N = 1,475). In Study 2, using a sample of private sector employees (N = 243), the convergent and discriminant validity of the EIS was tested using self-ratings of personal initiative, reward sensitivity, and punishment sensitivity, as well as their innovativeness and risk-taking behavior as rated by a close colleague. The results indicate that the Employee Intrapreneurship Scale is a valid and reliable instrument for capturing employee Intrapreneurship in multiple contexts. Theoretical and practical implications are discussed.
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personal costs and benefits of employee Intrapreneurship disentangling the employee Intrapreneurship well being and job performance relationship
Journal of Occupational Health Psychology, 2017Co-Authors: Jason C. Gawke, Marjan J. Gorgievski, Arnold B BakkerAbstract:Ample studies have confirmed the benefits of Intrapreneurship (i.e., employee behaviors that contribute to new venture creation and strategic renewal activities) for firm performance, but research on the personal costs and benefits of engaging in intrapreneurial activities for employees is lacking. Building on job demands-resources and reinforcement sensitivity theories, we examined how employees' reinforcement sensitivity qualified the relationship among their intrapreneurial behavior, subjective well-being, and other-rated job performance. Using a sample of 241 employee dyads, the results of moderated mediation analyses confirmed that employee Intrapreneurship related positively to work engagement for employees high (vs. low) in sensitivity to rewards (behavioral approach system), which subsequently related positively to innovativeness and in-role performance and negatively to work avoidance. In contrast, employee Intrapreneurship related positively to exhaustion for employees high (vs. low) in sensitivity to punishments (behavioral inhibition system), which subsequently related positively to work avoidance and negatively to in-role performance (but not to innovativeness). Theoretical and practical implications are discussed. (PsycINFO Database Record (c) 2018 APA, all rights reserved).
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Employee Intrapreneurship and work engagement: A latent change score approach
Journal of Vocational Behavior, 2017Co-Authors: Jason C. Gawke, Marjan J. Gorgievski, Arnold B BakkerAbstract:Although ample evidence has shown that intrapreneurial activities of an employee (i.e. employee Intrapreneurship) positively impact organizational outcomes, research on how these activities affect employee outcomes is scarce. Based on Job Demands-Resources theory, we hypothesized that employee Intrapreneurship builds personal resources over time, which in turn, fosters work engagement. We conducted a two-wave study with a three-month time interval among a sample of public servants (N = 351). Results of a latent change score analysis showed that employee Intrapreneurship predicted a positive change in employees’ personal resources over time, and personal resources predicted higher and more stable experiences of work engagement during the study period. Moreover, we found evidence for a positive gain cycle of employee intrapreneurial behavior, personal resources, and work engagement. The practical implication of our findings is that intervening to increase either one of these constructs can be expected to lead to mutual gains in the others.
Karina Skovvang Christensen - One of the best experts on this subject based on the ideXlab platform.
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enabling Intrapreneurship the case of a knowledge intensive industrial company
European Journal of Innovation Management, 2005Co-Authors: Karina Skovvang ChristensenAbstract:Purpose – The aim of the paper is to provide anunderstanding of the various factors that enable Intrapreneurship inestablished firms. The paper reports on a case study of Intrapreneurship in alarge knowledge-intensive industrial firm. Design/methodology/approach – Based on the existing literature, it issuggested that the use of different factors can either enable or inhibitIntrapreneurship and five enabling factors that are identified. Based oninterviews, on-site observations and documents and reports the five factorswith a potential influence on Intrapreneurship are examined and alternativefactors considered. Findings – The five enabling factors that are identified in the literatureare not sufficient to enable Intrapreneurship in knowledge-intensive companies,and it is concluded that three additional factors enabling Intrapreneurship inestablished firms should also be taken into account. Practical implications – The knowledge of what makes factors either enablersor inhibitors are incomplete and to enhance the intrapreneurial ability of anorganisation, managers must learn which factors to use in differentsituations. Originality/value – Only very few papers have studied Intrapreneurship inspecific organisations. This paper contributes with a synthesis of theliterature in the area and with a suggestion of a model that is used in theempirical analysis and augmented based on that. The paper furthermorecontributes to the body of literature on the factors enabling Intrapreneurshipin general. (Publication abstract)
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Enabling Intrapreneurship: the case of a knowledge‐intensive industrial company
European Journal of Innovation Management, 2005Co-Authors: Karina Skovvang ChristensenAbstract:Purpose – The aim of the paper is to provide anunderstanding of the various factors that enable Intrapreneurship inestablished firms. The paper reports on a case study of Intrapreneurship in alarge knowledge-intensive industrial firm. Design/methodology/approach – Based on the existing literature, it issuggested that the use of different factors can either enable or inhibitIntrapreneurship and five enabling factors that are identified. Based oninterviews, on-site observations and documents and reports the five factorswith a potential influence on Intrapreneurship are examined and alternativefactors considered. Findings – The five enabling factors that are identified in the literatureare not sufficient to enable Intrapreneurship in knowledge-intensive companies,and it is concluded that three additional factors enabling Intrapreneurship inestablished firms should also be taken into account. Practical implications – The knowledge of what makes factors either enablersor inhibitors are incomplete and to enhance the intrapreneurial ability of anorganisation, managers must learn which factors to use in differentsituations. Originality/value – Only very few papers have studied Intrapreneurship inspecific organisations. This paper contributes with a synthesis of theliterature in the area and with a suggestion of a model that is used in theempirical analysis and augmented based on that. The paper furthermorecontributes to the body of literature on the factors enabling Intrapreneurshipin general. (Publication abstract)