Intrapreneurship

Intrapreneurship (the term is composed of the two words " intra- corporate " and "entrepreneurship " ) or single entrepreneurship refers to entrepreneurial behavior of employees in companies and public institutions. Employees should behave as if they were self- entrepreneurs ( Entrepreneur ). The term was coined in 1978 by Gifford Pinchot and. Since the mid- 1980s is an academic research on the topic of intrapreneurship.

Objectives

With more responsibility and independent action, thinking and active organization of the company the flexibility of a company is to be increased. In addition, entrepreneurial activity is especially needed when large companies outsource parts of their business into independent units and can operate in the market it as small and medium-sized enterprises (SMEs).

Procedure

Intrapreneurship programs usually include a package of individual measures that address both from the company and the individual employee. Management must provide entrepreneurship -promoting conditions (eg, flat hierarchies, open communication and information culture, incentive systems). Employees must be trained in order (eg, cost awareness, customer focus, initiative ) to internalize entrepreneurial virtues. The innovation-promoting structures in particular include

• Penetration of the team with vision and strategy
• Responsibility for goals and results.
• Few but sufficient amount of rules and bureaucracy.
• Open spaces - allow activities outside the job description.
• Tolerance to errors.
• Transparency and participation in decision-making.

As examples of functioning intrapreneurship companies such as 3M, Intel and Google are called. An early Japanese representative of the principle was Idemitsu Sazo.

Impact on the innovation process

The concept focuses the energies of employees who would otherwise be absorbed by the Group routines on the innovation process. It also allows to keep employees with innovative product or founding mature business ideas in large companies because they can realize their ideas in a relatively autonomous structures there, without having to immediately go into self-employment. In the context of corporate entrepreneurship strategies and subsequent promotion of spin-offs (spin- offs ) is conceivable without the parent company completely abandons the influence on the spin-off.

Impact on employees

The employees have a hand more responsibility and autonomy. On the other hand, go with management methods such as intrapreneurship also exorbitant demands and systematic demands associated, which can lead to burnout syndrome among others. In the social science debate is called the addition of various phenomena as a result of such management methods, such as the de facto extension of working hours, self-exploitation and peer pressure.