Applying intrapreneurship to sustain corporate growth: A business practicioner's model

Purpose & Scope: to provide an intrapreneuring structure and culture within a practitioner’s ongoing business process to achieve corporate growth, and to understand how business culture, selected behaviors, strategy, and social interaction can be intentionally integrated to create and sustain business opportunities. This process is critical to achieve a methodology which energizes and expands employee self-organized initiatives to develop creative solutions.1 Purpose and Scope of Research • Provide an intrapreneuring structure and culture within a practitioner’s ongoing business process to achieve corporate growth. • Understand how business culture, selected behaviors, strategy, and social interaction can be intentionally integrated to create and sustain business opportunities. • This process is critical to achieve a methodology which energizes and expands employee self-organized initiatives to develop creative solutions. 2 I have worked in companies of all sizes and realized the irregular processes by which companies seek growth. There is a need: • For an intrapreneurship process • To expand beyond temporal vision Personal Reason for Selecting Topic 3 This study will implement a working model of intrapreneurship for: • Business practitioners - provide guidance on methods that can improve creativity and growth. • Scholars - contribution to intrapreneurship literature and encourage corporate implementations. Importance to Management Practice 4 Line of Argument Claim #1: Enable intrapreneurship as a valued corporate action Claim #2: Integrate intrapreneurship, strategy and innovation to drive firm success Claim #3: Transform the idea into an opportunity through structuration. 5 Most Important Theoretical Frameworks StrategyInnovationIntrapreneurshipStrategic IntrapreneurshipVision Thought àBehaviors àSocializationàDecisions Structuration Product Ideas are a social interaction between intrapreneurs as facilitators and corporate employees The strategic intrapreneur reaches backward to strategy and forward to product innovation to transform ideas into opportunities This graph is a representation of the way corporate members and intrapreneurs shape opportunities 6 Research Questions • How can firm management and employees apply an innovative, nonlinear mindset to promote an intrapreneurial model for the corporation? • How can an intrapreneurial process be integrated within traditional corporate practice? 7 Research Propositions Proposition 2: Strategy, intrapreneurship and innovation cultivate ideas Proposition 3: Structuration transforms ideas into opportunities Proposition 1: Intrapreneurial processes, dimensions balanced thought and behaviors create ideas. 8 Primary Practitioner Scenario 9 Main Literature Themes and Authors • Intrapreneurship – Pursuit of creative solutions to develop opportunities (Antoncic & Hirsch, 2000). • Thinking styles – Nonlinear and linear thought (Vance et al., 2008) • Behaviors – Authoritative, emotional and conciliatory (Janczak & Bolteaux ,2007) • Symbolic interactionism - Interaction with self and others (Charon, 2010) • Self-determination theory – Human motivation and personality (Ryan & Deci (2000) • Structuration - Generative rules and resources through relational interaction (Giddens, 1984). Riley (1983), Jarzabkowski (2008) 10 Warrants • Tacit and codified knowledge of intrapreneurs and employees • Trust, self determination and social exchange influence social behavior • Intrapreneurship encourages employees to embrace both strategy and innovation • Signification, legitimation and domination evolve the idea into an opportunity 11 Conceptual Framework 12 Conclusions Intrapreneurship + Corporate Strategy + Structuration = Opportunism • Intrapreneurial processes, dimensions, balanced thought and behaviors enable idea creation 13 • Strategy and intrapreneurship cultivate ideas for corporate value • Structuration transforms ideas into opportunitie