(1) Intrapreneurship refers to entrepreneurial behavior within existing organizations that leads to innovations such as new products, services, and ventures. It involves stretching organizational boundaries. (2) The document defines intrapreneurship and differentiates it from related concepts like diversification, capabilities, organizational learning, and innovation. (3) Intrapreneurship is described as a multidimensional concept involving eight dimensions: new ventures, new businesses, product/service innovativeness, process innovativeness, self-renewal, risk taking, proactiveness, and competitive aggressiveness.

1. I VA N A A E N
D E PA RT M E N T O F C O M P U T E R S C I E N C E
I VA N @ C S . A A U . D K
SOFTWARE
INTRAPRENEURSHIP
H VA D G Ø R V I ?
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Hvad er
intrapreneurship?
Antoncic, B, Hisrich, RD, 2003, "Clarifying the intrapreneurship concept",
Journal of Small Business and Enterprise Development 10(1) 7–24

2. Intrapreneurship as Concept
• Intrapreneurship is defined as entrepreneurship within
an existing organization, referring to emergent
behavioral intentions and behaviors of an organization
that are related to departures from the customary.
• Intrapreneurial processes go on inside an existing firm,
regardless of its size.
• Intrapreneurship refers not only to the creation of new
business ventures, but also to other innovative
activities and orientations such as development of new
products, services, technologies, administrative
techniques, strategies and competitive postures.
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(1) the attractiveness test where the The reasoning of other researchers parallels to
Table I Differentiation of intrapreneurship from similar management concepts
Concept Key concern Key similarity Key difference
Diversification
strategy
Product/market relatedness of
organizational businesses
Changes in diversification
focus, especially in terms of
entering new, product/market
unfamiliar businesses
Product/market relatedness
and synergy across
organizational businesses not
a primary focus of
intrapreneurship;
intrapreneurship also includes
non-product/market-based
emergent activities and
orientations
Capabilities Coherent combinations of
resources and activities across
value chains of organizational
businesses
Intrapreneurship as a
manifestation of
organizational innovative
capabilities
Search for organizational
inter-business coherence and
synergy not a key concern of
intrapreneurship
Organizational
learning
Knowledge acquisition and
retention, and organizational
routines' improvement
Intrapreneurship may create
disruptions that are part of
the learning process
Building knowledge base,
organizational memory and
routines not a main concern
of intrapreneurship
Organizational
innovation
New combinations from the
organizational perspective
(product, technological,
administrative innovation)
Creation of something new in
terms of new combinations in
production and support
activities
Predominant focus of
intrapreneurship is also on
creation of new ventures; this
is not the focus for
organizational innovativeness
Clarifying the intrapreneurship concept
Bostjan Antoncic and Robert D. Hisrich
Journal of Small Business and Enterprise Development
Volume 10 . Number 1 . 2003 . 7-24

3. 5
Table III Intrapreneurship dimensions
Dimension Definition Theoretical grounds
New ventures Creation of new autonomous or semi-
autonomous units or firms
Schollhammer (1981)
Hisrich and Peters (1984)
MacMillan et al. (1984)
Vesper (1984)
Kanter and Richardson (1991)
Stopford and Baden-Fuller (1994)
Sharma and Chrisman (1999)
New businesses Pursuit of and entering into new businesses
related to current products or markets
Rule and Irvin (1988)
Zahra (1991)
Stopford and Baden-Fuller (1994)
Product/service
innovativeness
Creation of new products and services Schollhammer (1982)
Covin and Slevin (1991)
Zahra (1993)
Damanpour (1996)
Burgelman and Rosenblom (1997)
Knight (1997)
Tushman and Anderson (1997)
Process innovativeness Innovations in production procedures and
techniques
Schollhammer (1982)
Covin and Slevin (1991)
Zahra (1993)
Damanpour (1996)
Burgelman and Rosenblom (1997)
Knight (1997)
Tushman and Anderson (1997)
Self-renewal Strategy reformulation, reorganization and
organizational change
Vesper (1984)
Guth and Ginsberg (1990)
Zahra (1991, 1993)
Stopford and Baden-Fuller (1994)
Muzyka et al. (1995)
Sharma and Chrisman (1999)
Risk taking Possibility of loss related to quickness in
taking bold actions and committing resources
in the pursuit of new opportunities
Mintzberg (1973)
Khandwalla (1977)
Miles and Snow (1978)
Covin and Slevin (1986, 1989, 1991)
Stopford and Baden-Fuller (1994)
Dess et al. (1996)
Lumpkin and Dess (1996, 1997)
Lumpkin (1998)
Proactiveness Top management orientation for pioneering
and initiative taking
Covin and Slevin (1986, 1991)
Venkatraman (1989)
Stopford and Baden-Fuller (1994)
Lumpkin and Dess (1996, 1997)
Dess et al. (1997)
Lumpkin (1998)
Competitive
aggressiveness
Aggressive posturing towards competitors Covin and Slevin (1986, 1991)
Miller (1987)
Covin and Covin (1990)
Lumpkin and Dess (1996, 1997)
Knight (1997)
Lumpkin (1998)
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Clarifying the intrapreneurship concept
Bostjan Antoncic and Robert D. Hisrich
Journal of Small Business and Enterprise Development
Volume 10 . Number 1 . 2003 . 7-24
DownloadedbyAalborgUniversitetAt05:0505September2016(PT)
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Table III Intrapreneurship dimensions
Dimension Definition Theoretical grounds
New ventures Creation of new autonomous or semi-
autonomous units or firms
Schollhammer (1981)
Hisrich and Peters (1984)
MacMillan et al. (1984)
Vesper (1984)
Kanter and Richardson (1991)
Stopford and Baden-Fuller (1994)
Sharma and Chrisman (1999)
New businesses Pursuit of and entering into new businesses
related to current products or markets
Rule and Irvin (1988)
Zahra (1991)
Stopford and Baden-Fuller (1994)
Product/service
innovativeness
Creation of new products and services Schollhammer (1982)
Covin and Slevin (1991)
Zahra (1993)
Damanpour (1996)
Burgelman and Rosenblom (1997)
Knight (1997)
Tushman and Anderson (1997)
Process innovativeness Innovations in production procedures and
techniques
Schollhammer (1982)
Covin and Slevin (1991)
Zahra (1993)
Damanpour (1996)
Burgelman and Rosenblom (1997)
Knight (1997)
Tushman and Anderson (1997)
Self-renewal Strategy reformulation, reorganization and
organizational change
Vesper (1984)
Guth and Ginsberg (1990)
Zahra (1991, 1993)
Stopford and Baden-Fuller (1994)
Clarifying the intrapreneurship concept
Bostjan Antoncic and Robert D. Hisrich
Journal of Small Business and Enterprise Development
Volume 10 . Number 1 . 2003 . 7-24
Table III Intrapreneurship dimensions
Dimension Definition Theoretical grounds
New ventures Creation of new autonomous or semi-
autonomous units or firms
Schollhammer (1981)
Hisrich and Peters (1984)
MacMillan et al. (1984)
Vesper (1984)
Kanter and Richardson (1991)
Stopford and Baden-Fuller (1994)
Sharma and Chrisman (1999)
New businesses Pursuit of and entering into new businesses
related to current products or markets
Rule and Irvin (1988)
Zahra (1991)
Stopford and Baden-Fuller (1994)
Product/service
innovativeness
Creation of new products and services Schollhammer (1982)
Covin and Slevin (1991)
Zahra (1993)
Damanpour (1996)
Burgelman and Rosenblom (1997)
Knight (1997)
Tushman and Anderson (1997)
Process innovativeness Innovations in production procedures and
techniques
Schollhammer (1982)
Covin and Slevin (1991)
Zahra (1993)
Damanpour (1996)
Burgelman and Rosenblom (1997)
Knight (1997)
Tushman and Anderson (1997)
Self-renewal Strategy reformulation, reorganization and
organizational change
Vesper (1984)
Guth and Ginsberg (1990)
Zahra (1991, 1993)
Stopford and Baden-Fuller (1994)
Muzyka et al. (1995)
Sharma and Chrisman (1999)
Risk taking Possibility of loss related to quickness in
taking bold actions and committing resources
in the pursuit of new opportunities
Mintzberg (1973)
Khandwalla (1977)
Miles and Snow (1978)
Covin and Slevin (1986, 1989, 1991)
Stopford and Baden-Fuller (1994)
Dess et al. (1996)
Lumpkin and Dess (1996, 1997)
Lumpkin (1998)
Proactiveness Top management orientation for pioneering
and initiative taking
Covin and Slevin (1986, 1991)
Venkatraman (1989)
Stopford and Baden-Fuller (1994)
Lumpkin and Dess (1996, 1997)
Dess et al. (1997)
Lumpkin (1998)
Competitive
aggressiveness
Aggressive posturing towards competitors Covin and Slevin (1986, 1991)
Miller (1987)
Covin and Covin (1990)
Lumpkin and Dess (1996, 1997)
Knight (1997)
Lumpkin (1998)
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Clarifying the intrapreneurship concept
Bostjan Antoncic and Robert D. Hisrich
Journal of Small Business and Enterprise Development
Volume 10 . Number 1 . 2003 . 7-24
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4. Conclusion 1
Intrapreneurship should be viewed as an
essentially activity-based or activity-oriented
concept that operates at the organizational
boundary and stretches current organizational
products and services, technologies, norms,
orientations, structures, or operations into new
directions.
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Conclusion 2
Intrapreneurship should
be viewed as a
multidimensional concept
with eight distinctive,
related components:
1. New ventures
2. New businesses
3. Product/service innovativeness
4. Process innovativeness
5. Self-renewal
6. Risk taking
7. Proactiveness
8. Competitive aggressiveness
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5. Hvad gør vi i Nordjylland?
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New ventures Creation of new autonomous or semi-
autonomous units or firms
New businesses Pursuit of and entering into new businesses
related to current products or markets
Product/service
innovativeness
Creation of new products and services Schollhammer (1982)
Process innovativeness Innovations in production procedures and
techniques
Self-renewal Strategy reformulation, reorganization and
organizational change
Risk taking Possibility of loss related to quickness in
taking bold actions and committing resources
in the pursuit of new opportunities
Proactiveness Top management orientation for pioneering
and initiative taking
Competitive
aggressiveness
Aggressive posturing towards competitors Covin and S