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Intrapreneurship is the act of behaving like an entrepreneur while working within a large organization. Intrapreneurship is known as the practice of a corporate management style that integrates risk-taking and innovation approaches, as well as the reward and motivational techniques, that are more traditionally thought of as being the province of entrepreneurship.
An internal entrepreneur is known as an intrapreneur (makes part of intrapreneurship) and is defined as "a person within a large corporation who takes direct responsibility for turning an idea into a profitable finished product through assertive risk-taking and innovation". [1]
Gifford Pinchot III (born December 29, 1942) is an American entrepreneur, author, inventor, and president of Pinchot & Company. He is credited with inventing the concept of intrapreneurship in a paper that he and his wife, Elizabeth Pinchot, wrote in 1978 titled "Intra-Corporate Entrepreneurship" while attending Tarrytown School for Entrepreneurs in New York.
Intrapreneurship uses principles and strategies from the discipline of entrepreneurship and applies them within the confines of an organization rather than initiating new ones. Borrow from the French word for "makeshift job", bricolage is a type of art using whatever media is at hand.
CSE is a multi-disciplinary scientific sub-field relating to the fields of corporate social responsibility and sustainability.It has relevance in the context of business and management, specifically in areas such as business ethics, sustainability, organizational behavior, entrepreneurship, human resource management and business strategy.
Raphael H. Cohen is a Swiss professor, lecturer, author, serial entrepreneur, former business angel and academic director at MBA programs. [2] [3] He has a PhD in economics from University of Geneva, Switzerland. [4] He is the owner and managing director of Getratex SA, [5] as well as Academic Fellow at the University of Geneva. [6]
Entrepreneurship is the creation or extraction of economic value in ways that generally entail beyond the minimal amount of risk (assumed by a traditional business), and potentially involving values besides simply economic ones.
Based on this multi-industry study, Christensen introduces the theory of "disruptive innovation", popularising the idea in business parlance. Christensen then argues that the following are common principles that incumbents must address: Resource dependence: Current customers drive a company's use of resources