Advertisement

Creating Something New: The Corporate Intrapreneur

  • Ines Wichert

Abstract

Creating something new is a woman’s opportunity to demonstrate her entrepreneurial spirit in a corporate setting. Innovation and renewal are important for organizations; without them, companies are rarely able to survive in today’s fast-moving, competitive world. Innovation helps to deal with stagnant growth and the slowness of large, mature organizations.1 Many large organizations are keen to bring entrepreneurial qualities in-house and embed these into their leadership definitions and competency frameworks. Others go even further and put their most promising managers through entrepre-neurship training courses to increase ideas and the creation of new business ventures.2 Corporate entrepreneurship is commonly referred to as ‘intrapreneurship’ and covers areas such as starting new business ventures and organizational renewal, where innovative insights create significant cost reductions and competitive advantages.3 Neal Thornberry defines business ventures as ‘The creation of something new that did not exist before. This ‘something new’ could be a new business- within-a-business, a product, a service, a delivery system, or a new value proposition to the customer’ (p. 332).4

Keywords

Senior Manager Business Plan Stakeholder Management Corporate Entrepreneurship Business Venture 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Notes

  1. 1.
    G. Pinchot (1985). Intrapreneuring: why you don’t have to leave your organisation to become an entrepreneur. New York: Harper & Row.Google Scholar
  2. 2.
    N. E. Thornberry (2003). Corporate entrepreneurship: teaching managers to be entrepreneurs. Journal of Management Development, 4, 329–44.CrossRefGoogle Scholar
  3. 5.
    M. C. Mattis (2004). Women entrepreneurs: out from under the glass ceiling. Women in Management Review, 19(3), 154–63.CrossRefGoogle Scholar
  4. 10.
    B. Antoncic, M. S. Cardon and R. D. Hisrich (2004). Internationalizing corporate entrepreneurship: the impact on global HR management, Advances in Entrepreneurship, Tirm Emergence and Growth, 7, 173–97. L. Hillstrom (n.d.) Intrapreneurship. Available at: www.referenceforbusiness.com; accessed 21 January 2011.CrossRefGoogle Scholar
  5. 17.
    G. Pinchot and R. Pellman (1999). Intrapreneuring in Action: A Handbook for Business Innovation. San Francisco: Berrett-Koehler.Google Scholar
  6. 18.
    C. Cox and R. Jennings (1995). The foundation of success: the development and characteristics of British entrepreneurs and intrapreneurs. Leadership and Organizational Development Journal, 16, 4–9.CrossRefGoogle Scholar

Copyright information

© Ines Wichert 2011

Authors and Affiliations

  • Ines Wichert

There are no affiliations available

Personalised recommendations