Intrapreneurship: construct refinement and cross-cultural validation

Intrapreneurship (entrepreneurship within existing organizations) has been of interest to scholars and practitioners for the past two decades. Intrapren-eurship is viewed as being bene®cial 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 ®rm's current products or markets. Second, the innovativeness dimension refers to the creation of new products, ser-vices, and technologies. Third, the self-renewal dimension emphasizes the strategy reformulation, reorga-nization, and organizational change. Finally, the proactiveness dimension re¯ects top management orien-tation 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 Schumpeter-ian innovation, the building block of entrepreneurship. The pursuit of creative or new solutions to chal-lenges confronting the ®rm, including the development or enhancement of old and new products and services, markets, administrative techniques, and technologies for performing organizational function