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Two Day International Conference on Recent Innovations in

Engineering, Science, Humanities and Management (ICRIESHM)

TITLE
INTRAPRENEUSHIP: IMPLICATION IN INDIAN
CONTEXT

BY
V HEMANTH KUMAR
V.NARENDHRA

And also focuses on difference between intrapreneurship and entrepreneurship. There are several other reasons for corporates to encourage entrepreneurship because. With India. Many organisations now a days are building an atmosphere to encourage creativity. ABSTRACT  Companies allow their employees to develop internal start ups. The innovation and creativity shown by employees at the work place have been given a much weight age in company’s annual performance appraisals. it gives them better way to retain talented staff and get maximum benefit out of them.win situation for both the company and the employee. If not most of them leave their jobs and develop their ideas on their own. This paper discusses the concept of intrapreneurship with previous studies and experts view points. INTRAPRENEUR AND ENTREPRENEURSHIP. INNOVATION. becoming a valued and preferred destination for MNCs. .  KEY WORDS: INTRAPRENEURSHIP. the intrapreneurial scenario in Indian business context and its benefits to the company and the employees. attracting and retaining flair is a big source of competitive advantage. The official term to explain this is “Intrapreneurship”. CREATIVITY. It is a win.

Intrapreneurship is the act of employees behaving like an entrepreneur while working with a big organization. Intrapreneurship is the best way to retain talented staff and pramote creativity. Intrapreneurship is generally considered as the corporate management style of integrating innovation and risk taking along with reward and motivational techniques.Introduction  Pinchot(1984) defined intrapreneurs as “dreamers who do. Those who take hands on responsibility for creating innovation of any kind with in a business. . [1] Intrapreneurship is entrepreneurship practiced by employees within an organization (Antonic & Hirch. It gives the organization best opportunity to optimally use company resources. 2002).

Intrapreneur  An intrapreneur is an inside entrepreneur or an entrepreneur with in a large firm. Intrapreneurs usually have the resources and capabilities of the firm at their disposal. who uses entrepreneurial skills without incurring the risks associated with those activities. Intrapreneurs are usually employees’ within an organization. [2] . Generally are assigned to work on a special project or idea and they develop the idea or project like an entrepreneur.

which generates the profits to organization. An entrepreneur looks things differently and always tries to identify the opportunities in the market. Intrapreneurship is a better way of making organizations.Features of Intrapreneurship  Basically entrepreneurship involves the ability to take risk. . Intrapreneurship is a method for organization to improve its performance and reinvent them selves. Generally. innovation and creativity. An entrepreneur always considers taking calculated risk and accepts failure as a learning point. it all depends on the organization to encourage intrapreneurs. Intrapreneurship pleads to those people who possess natural traits to develop new ideas. The intrapreneur thinks the same way like an entrepreneur looking for opportunities.

The authors have used descriptive research and have conducted an in depth literature review to study the views of various experts and to understand the theme of the concept. Data for the study has been collected from secondary sources including journals. . books.Research Methodology  In the Indian corporate sector the concept of intrapreneurship is still in starting stages. magazines on the subject and internet sources.

 Many Indian organizations are failing to create confidence in intrapreneurs .Challenges  There are several challenges for the intrapreneurs in India. Among them few are  Finding the right organization that has the mind set to support the intrapreneurial activities.  Continuous support is lacking for extended periods of time.  The infrastructure that supports what they do and how to do it.  Many organizations are etched in words not in actions.  Entrepreneurial leadership and support are missing in reality.

most of the organizations operating stable business quite efficiently. They are also falling start in research and development and successful commercialization. . Generally the organization’s capacity to innovate reduces because of failure to identify and encourage innovative ideas which can be turned out to be successful commercial products and services. but the important thing that is lacking is developing a new business from the creative ideas.Intrapreneurship in Indian context  In India.

Intrapreneurial opportunities would create an enterprise which motivates people to come to work. There is a big road ahead of Indian organizations to encourage creative ideas within them. But in comparison with MNCs globally our stance is far behind. Time after time the organizations may lose employees because they feel that they are creatively suppressed and ignored. Once after organizations reach certain size. . This situation leads to pressure on the leaders. If this happens the organizations are no longer in a position to compete with each other to deliver a better product. There is a need for people who are creators rather than followers. their investors commonly become more conservative.Conclusion  Many big companies in India are typically struggling with innovation. Few companies in India are actively promoting intrapreneurship within their organizations allowing employees to spend time on developing innovative ideas.

investopedia.deloitte.com/content/dam/Deloitte/de/Documents/technology/Intrapreneurship_Whitepaper_English. 1984. (1997). Intrapreneuring in Action.  Pinchot. & Thompson. Managing Innovation : Controlled Chaos. O'Neill. (2000). Journal of Business Venturing.  Robert D.316.  David. New York: Harper & Row.  Bridges. & Cromie. Stayer. W. Bartlett & Christopher. 38-43. (1985). (1999).  Barry Reece & Rhonda Brandt. G.  Bolton. US : Tata McGraw Hill. C.pdf  Antoncic. San Francisco : Berrett-Koehler. (1985). How internal venture groups innovate. Greene. Flight of the Buffalo. Journal of Business Venturing.asp  https://www2.  Bridge. B. Research and technology management. (2004).  Baron. 16(5). Who is the Intrapreneur? In: Intrapreneuring: Why You Don't Have to Leave the Corporation to Become an Entrepreneur. (1998). S. Effective Human Relations in Organizations: Houghton Miffin Co. Cognitive mechanisms in entrepreneurship: why and when entrepreneurs think differently than other people. Technique. Entrepreneurs: Talent. & Hisrich.D.References  Pinchot. pp. New York: Harper & Row. R. 295. R. (1993).  Chen. pp. Butterworth-Heinemann. (2000).  Pinochet. P. & Pellman. R. & Ralph C. Harvard Business Review.  Piramal... Temperament. A. Entrepreneurship. Creating you & co: learn to think like the CEO of your own career : London.L. (1994). G. New Delhi: Viking Studio Books (Penguin Books India)  Quinn. Intrapreneuring : why you don’t have to leave the corporation to become an entrepreneur. Entrepreneurship and Small Business: London. 13. (2002). Does entrepreneurial self-efficacy distinguish entrepreneurs from managers? Journal of Business Venturing. 63. pp.com/terms/i/intrapreneur.C. (2001). Hisrich & Michael P. (1998).. Managing Radical Change: What Indian Companies Must Do to Become World Class.  Nicholas Brealey. (1998). 3. B. Macmillan. & Crick. S.275-294. Belasco James A. Peters.B. Understanding Enterprise.G. B. . and Ghoshal.A. Intrapreneurship: Construct refinement and cross cultural validation. J.495-527. J. A. 73-84. 28 – 48  http://www.. Warner Books. K. G.