Abstract
Following the needs to ingrain intrapreneurial spirit among Malaysian workforce, as highlighted in the National Economic Advisory 2010, the aim of this study is to identify the organizational architecture that can be designed to foster such behaviour which could subsequently lead to better job performance. Specifically, this study examines the effects of five dimensions of pro-intrapreneurship organizational architecture; namely, “management support”, “work discretion”, “reward and reinforcement”, “organizational boundaries” and “time availability” on intrapreneurial behaviour which was then regressed to the job performance. A sample of 263 employees consisting of engineers and managers working in multinational companies participated in this study. The findings were tested using structural equation modeling procedure. In general, the results indicate that except for “organizational boundaries”, other organizational architecture namely “management support”, “work discretion”, “reward and reinforcement” and “time availability” were found to have positive significant effects on intrapreneurship. In addition, intrapreneurial behaviour is found to be positively related to job performance. In short, it can be surmised forming an internal ecosystem that is conducive for the workforce to behave intrapreneurially is a wise step to foster innovativeness culture that could subsequently be translated into a long term growth and sustainability of the organization.
Highlights
The recent scenario in the commercial landscape has witnessed the increasing pressure exerted on organizations to compete towards organizational sustainability
Following the needs to ingrain intrapreneurial spirit among Malaysian workforce, as highlighted in the National Economic Advisory 2010, the aim of this study is to identify the organizational architecture that can be designed to foster such behaviour which could subsequently lead to better job performance
This study examines the effects of five dimensions of pro-intrapreneurship organizational architecture; namely, “management support”, “work discretion”, “reward and reinforcement”, “organizational boundaries” and “time availability” on intrapreneurial behaviour which was regressed to the job performance
Summary
The recent scenario in the commercial landscape has witnessed the increasing pressure exerted on organizations to compete towards organizational sustainability. Various measures have been taken by organizations to face the stiff competition; and one of the means is via invigorating intrapreneurial spirit among the workforce to enhance productivity and job performance. Intrapreneurship is perceived to be important, because it assists organizations to obtain a better competitive position and contributes to the economy of a country at large. Even though it has been acknowledged that fostering intrapreneurial behaviour is imperative, the research on intrapreneurship remains uncharted, in the context of Malaysia. As reported by National Economic Advisory 2010, Malaysia’s strategic plan to transform its economy focuses on strengthening and intensifying human capital development. Among the strategic thrusts proposed is to intensify human capital and to equip human resources with necessary competencies and encourage entrepreneurial initiatives to make certain that the private sector is the vanguard of the economic development.
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