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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]
Entrepreneurial orientation has become one of the most established and researched constructs in the entrepreneurship literature. [2] [3] [4] A general commonality among past conceptualizations of EO is the inclusion of innovativeness, proactiveness, and risk-taking as core defining aspects or dimensions of the orientation.
It's been said that it makes sense to start a business when times are tough. The current spate of layoffs has led many businesses to rely on temps, contractors and other outside service providers ...
Howard Stevenson (circa 2012) Howard H. Stevenson (June 27, 1941) is the Sarofim-Rock Baker Foundation Professor Emeritus at Harvard University.He began teaching entrepreneurship at Harvard Business School in 1982 and held a variety of academic and leadership positions at HBS and Harvard University until his retirement in 2011.
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.
Entrepreneurial leadership is (as per Roebuck's definition) "organizing a group of people to achieve a common goal using proactive entrepreneurial behavior by optimising risk, innovating to take advantage of opportunities, taking personal responsibility and managing change within a dynamic environment for the benefit of [an] organisation".
Additionally, a 2002 Corporate Leadership Council study found that cultural traits such as risk taking, internal communications, and flexibility are important drivers of performance. Furthermore, innovativeness, productivity through people, and other cultural factors cited by Peters and Waterman in In Search of Excellence also have positive ...