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Overview of intrapreneurship principles
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Set 1
Q2 what is intrapreneurship? How can a business organisation incentivise it and benefit from it?
In the essay the author will explain intrapreneurship, how a business can incentivise it and the benefits of using this concept. The essay will incorporate real examples to support the content given.
Intrapreneurship is simply explained as the ‘people within a business creating or discovering new business opportunities, which leads to the creation of new parts of the business or even new businesses.’ – tutor 2U
Google is an example of a business that employs an intrapreneurship approach, giving staff time for personal projects. As a result, Gmail was created and launched in 2004. Currently Gmail is one of the world’s most popular webmail
This is the simplistic idea of having a small notepad with a sticky edge to easily attach to other pages or walls. It became a huge success and evolved from an intrapreneur and its name is a well-known house hold term. Therefore, progressive organisations can receive the benefits of their employee’s creations and innovations. (Virgin, 2017)
Business organisations can benefit from unique viewpoints and ideas from their intrapreneurial employees. Often these progressive ideas may have the ability to drive the business further. Furthermore, the determined employee will reap precious experience and confidence to autonomously pursue their ideas and develop the business in the future.
To conclude, the author feels intrapreneurship is beneficial to progressive business organisations as it uses their employees’ knowledge and ideas for new developments or solutions to a problem. However, there may be drawbacks to the employees. For example, they receive compensation for their creation, but the profits from their ideas goes to the business and not the individual. This can mean they are missing out on a lot of capital. Focusing on the benefits to the business organisation, this is a very important concept for them to gain their maximum potential profits and the success of the business as a
We can call this model as multi-boutique model (Exhibit 5): While IM consisting of multiple partners, who could stay small size in order to make investment decisions that produced good performance, FG could organize all the non-investment functions – such as distribution (Sales &Marketing), administration, accounting, Legal& compliance, IT. FG would act as a common operating platform for all affiliates to compete with global competitors and help the firm to grow larger and faster.
...resent diversity within the labor force and “each of them will also have networks of professional associates whose knowledge they can tap in order to solve problems and accomplish tasks. Needless-to-say, diverse people will have diverse networks and provide your company with a vast and diverse meta-network at your disposal” (p.1). In short, in supporting of creativity, innovators essentially need the backing from top leaders, and without that support, many initiatives may break down or die on the vine (Harvard). For any idea to be successful, it is vital that it is aligned with company strategy; there is more likely to occur naturally when top executives involve and take the lead with a idea or creativity initiative and this is a main reason why management commitment is a key factor in the accomplishment of any idea or innovation process (Baumgarther, 2010).
The skill abilities of team members within IDEO reflect the company’s doctrine of open innovation and the benefit of assembling those diverse teams. From their clients IDEO assimilates best practices and then integrates these practices back into their own business and proces...
Tsang, E.W.K. (2000), ‘Transaction Cost and Resource-Based Explanations of Joint Ventures: A Comparison and Synthesis’, Organization Studies, 21(1): pp. 215-242.
Management control strategy is not a one dimensional formulae of labour controlling, other than controlling employees, it is also about exploiting employees' discretionary effort and creativity as a prime interest. In the Webboys article, Barrett (2004: 787) demonstrated how different strategies have been manipulated separately and simultaneously to control the labour process of developing primary software. This essay is going to investigate various directions of management strategies, which incorporate with radical approaches of control in response to the dilemma between offset the notions between "direct control" and "responsible autonomy dichotomy" (Friedman in Barrett 2004: 38). Based on the argument that there is "no best way" (Hyman in Barrett 2004: 38) of management strategies, which Barret contend in the Webboyz case study. This essay is concerned that autonomy can never be fully implemented without direct control. Furthermore, we can never separate the various management strategies fads with their perpetual aim- controlling employees to achieve the best result. I will examine the particular approaches of classical scientific management has been applied to the fast food industry, in terms of controlling by financial incentives, rigid task design. Therefore, team is sought to be a "substitute for a more indirect forms of integration and supervision."(Fulop and Linstead1999:220)
No company that falls behind the competition is guilty of standing completely still. But sometimes our efforts fail because of the level of commitment to change. – Tom Kelley and David Kelley Organizational Issue BlackBerry, formerly known as Research in Motion (RIM), was a market leader and innovator for smartphone products. The business and government sectors found the BlackBerry device particularly useful because of its email capabilities, superior security system, and convenient keyboard. As the smartphone industry began to shift its focus towards the average, everyday customer, competition increased, and BlackBerry’s first-mover advantage began to decline.
The leaders of Google have well understood the means to make Google’s company different to the other companies. They established since the beginning an original way of work, controlling the recruitment of the new members, and imposing their vision on the employees.
Pitts and Koufopoulos (2012) argue that resources and capability are highly important internal factors that should be taken into account by the organization in order to obtain the successful performance in the long run.
Entrepreneurship and Intrapreneurship has been an essential part of 3M culture. Evolutionary spin-offs have developed a key...
This essay will utilise the following structure. It will commence by providing the reader with a brief history about Microsoft and then go onto explaining what corporate strategy is. Following this will be Microsoft’s diversification strategy in parallel with the reasons why they choose to diversify. Within this section the author plans to explore Microsoft’s related diversification approach, their corporate rationale, alongside why skill transferring is essential to them sustaining a competitive advantage and also how they achieved and utilized economies of scope (EOS). In the section regarding reasons why Microsoft chooses to diversify will be notions of proactive and defensive reasons, along with the idea of increasing market power and spreading risk. Then finally, a conclusion will follow summing up Microsoft’s overall ability to sustain a competitive advantage.
18. Rugman, Alan M. and Collinson, Simon. International Business 4th Edition. Essex : Pearson Education Limited, 2006.
Organisational change can arise due to a change in strategy and this begins with examining capabilities and the internal environment. This is portrayed in the Strategy diamond. Firstly through arenas the organisation can plan where they will be active in and which part to place most emphasis on for example technologies or value creation strategies. Only after determining this can they implement a positive change, leading to the next element, vehicles to get them where they need to be such as alliances. This can lead to change in management along with strategic partnerships, and the way managers transition to this change will determine if the strategy impacts on the overall organisation in a way that reinforces its purpose and goals. Partnerships indicate how an organisation can strengthen its capabilities by merging with businesses who possess the skills they lack. (Carpenter et al. 2010)
Many large organizations are realizing that they need to be more innovative and flexible. Intrapreneurship has become more important nowadays for organizations. Intrapreneurship helps organizations to a transformation of dreams into reality. This essay will describe the intrapreneurship and compare the differences between Intrapreneurship and Entrepreneurship and show some examples from the business world. It will further explain why larger organizations are pursuing an agenda of intrapreneurship. In addition, it will look at the difficulties of developing of an intrapreneurial culture. Finally, it will suggest strategies which could be adopted in pursuit of an intrapreneurship culture.
It is important for organisations to achieve their goals, as this can assist them to reach a competitive advantage, which is a highly attractive position for a firm to be in.
Dollonger, M. J. (2002). A framework for Entreprenership. In M. J. Dollonger, Entrepreneurship strategies and Resources (pp. 5-6). New Jersey.