Authors: Hermann Frank; Christian Korunka; Manfred Lueger; Daniela Weismeier-Sammer
Addresses: Research Institute for Family Business, WU Vienna University of Economics and Business Administration, Institute for Small Business Management and Entrepreneurship, WU Vienna University of Economics and Business Administration, Welthandelsplatz 1, A-1020 Vienna, Austria ' Institute of Applied Psychology: Work, Education and Economy, Faculty of Psychology, University of Vienna, Universitätsstrasse 7, A-1010 Vienna, Austria ' Department of Socioeconomics, Institute for Sociology and Social Research, WU Vienna University of Economics and Business Administration, Welthandelsplatz 1, A-1020 Vienna, Austria ' Research Institute for Family Business, WU Vienna University of Economics and Business Administration, Welthandelsplatz 1, A-1020 Vienna, Austria
Abstract: Intrapreneurship as a form of entrepreneurial behaviour has the potential to create substantial value for an enterprise. Intrapreneurs, as opposed to entrepreneurs, are usually active on a lower hierarchical level and confronted with the internal, rather than the external environment of an enterprise when engaging in entrepreneurial activities. Usually, intrapreneurs lack formal decision-making power and thus require special social competences to overcome challenges such as organisation-internal resistance. How can an enterprise train its employees to develop intrapreneurial behaviour? This paper analyses the apprenticeship training of three enterprises that are considered as good practice examples regarding innovativeness. The research results show that strict selection processes of apprentices, systematic vocational education and career planning, social integration, incentive systems, quality orientation and corporate social responsibility are conducive for the development of intrapreneurial behaviour.
Keywords: corporate entrepreneurship; entrepreneurial venturing; apprenticeship training; intrapreneurship education; dual education; apprenticeships; family business; family firms; human resource management; HRM; corporate social responsibility; CSR; selection processes; vocational education; career planning; social integration; incentive systems; quality orientation.
International Journal of Entrepreneurial Venturing, 2016 Vol.8 No.4, pp.334 - 354
Available online: 13 Feb 2017 *Full-text access for editors Access for subscribers Purchase this article Comment on this article