Abstract
In challenging times, the need for innovation is heightened and stems from employees who exhibit intrapreneurial characteristics. Not every corporate culture is a suitable environment for intrapreneurial behavior. This study examines the relationship between potential entrepreneurial behavior and preferred culture type. Through a principal component analysis of a sample of 1056 university students, four principal components of enterprising behavior (and roles) are found: Planning on results (project manager); Bearing the burden (pressure bearer); Innovating for others (innovating showstopper); and Learning from mistakes (experimental learner). Using the Organizational Culture Assessment Instrument, a linear regression analysis was conducted of culture types against components. A combination of strong inverse and direct relationships are found between these components and culture types (clan, market, adhocracy, and hierarchy). The findings help practitioners understand how existing culture will inhibit or encourage enterprising behaviors, with potential benefits in recruitment and selection, reductions in staff turnover and increases in innovation potential. The findings also indicate a need for reconsideration of the employer brand when attracting intrapreneurs.
Highlights
Innovation in companies serves as a means for overcoming challenges and keeping pace with rapid technological change [1]
Whilst some enterprising behaviors were found in this study to “misfit” certain culture types, further research may extend the findings of our study and examine how organizational culture may encourage or limit enterprising behaviors, and the effect of intrapreneurial behaviors on organizational cultures and which behaviors may push towards open innovation cultures, such as “innovating for others”
This study aimed to investigate how a preferred organizational culture is linked to enterprising behavior, as a means of predicting intrapreneurial fit in organizations and determining which characteristics are conducive to certain culture types, and not others
Summary
Innovation in companies serves as a means for overcoming challenges and keeping pace with rapid technological change [1]. The source of innovation for many companies stems from their pool of professionals that have an intrapreneurial profile [2], i.e., exhibit enterprising behaviors. Not every organizational culture is the right internal environment for intrapreneurship to flourish [4]. Whilst some organizations and studies advocate the building of or transformation into an entrepreneurial culture to encourage employees’ enterprising behavior [5], not all organizations have the resources for this transformation. In these cases, organizations need to consider how future and current employees’ enterprising behaviors may fit the existing organizational culture
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