Managing intrapreneurial capabilities: An overview

Magnus Klofsten,David Urbano,Sohvi Heaton

doi:10.1016/j.technovation.2020.102177

Magnus Klofsten, David Urbano + Show 1 more

Open Access

https://doi.org/10.1016/j.technovation.2020.102177

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Abstract

In recent decades, there has been growing interest in intrapreneurial capabilities. The intrapreneurship and strategic management literatures have insights for entrepreneurs about how to apply entrepreneurial and strategic techniques and concepts in creating competitive advantage. More specifically, the dynamic capabilities framework has emerged as a useful tool for managers to better develop and manage intrapreneurial capabilities. Our essay and the papers in this special issue provide a timely opportunity to assess the rise of intrapreneurship and address organizational and policy implications.

Highlights

Entrepreneurs and innovative firms in the new economy face different kinds of opportunities and challenges
The new economy provides opportunities and poses problems: innovation must often be managed in a different way and success is often more difficult to achieve
More spe cifically, we need to learn more about managing intrapreneurial capabilities: (a) to better orchestrate internal and external firm’ re sources to sustainable performance, and (b) to address the challenge of how to design organizational environments which encourage and nurture innovation and firms’ entrepreneurial orientation in the new Technovation xxx (xxxx) xxx milieu

Summary

Introduction

Entrepreneurs and innovative firms in the new economy face different kinds of opportunities and challenges. Managerial abilities are required to exploit the opportunities that emerge both inside and outside the boundaries of the firm In this context, both dynamic capabilities (Teece et al, 1997; Calo ghirou et al, 2004) and intrapreneurship (Covin and Slevin, 1991; Pinchot, 1985) are especially relevant. More spe cifically, we need to learn more about managing intrapreneurial capabilities: (a) to better orchestrate internal and external firm’ re sources to sustainable performance, and (b) to address the challenge of how to design organizational environments which encourage and nurture innovation and firms’ entrepreneurial orientation in the new Technovation xxx (xxxx) xxx milieu.

Mapping recent research on intrapreneurial capabilities

Analysis of the literature review

Dynamic capabilities as facilitators of intrapreneurship

Summary of the papers in the special issue

Conclusions and an agenda for future research