![]() ![]() volunteering intention will occur when time is represented by the abstract type rather than by the concrete type. concrete) and benefit appeal (other-benefit vs. The author conducted experiments by both representation type (abstract vs. This study is based on the assumption that volunteering in terms of the time consumption context, representation type of time and benefit appeal types will affect the volunteering intention. The author proposes a system of "intracapital," a commitment to provide a certain amount of discretionary funds without an expiration date as a reward to in-house innovators. Additionally, the need for appropriate incentives, since few intrapreneurs are driven by a desire to accumulate massive wealth, is discussed. The last section of the book identifies corporate cultural factors that will promote intrapreneurship. Frequently, sponsors are found among owners, CEOs and former intrapreneurs. Intrapreneuring also distinctively involves a role for the in-house sponsor, one who will finesse the corporate politics while the intrapreneur attends single-mindedly to making the idea a reality. The intrapreneurial process is similar to the entrepreneurial process, with business plans and idea champions. Furthermore, intrapreneuring provides an innovator with a built-in stock of assets, allowing the employee more time to implement the vision and less need to worry about securing investment capital that is faced by entrepreneurs. Because of this preference, the objectives of the intrapreneur can be aligned with the needs of the company. Intrapreneurs prefer action to extensive planning nevertheless, they are calculated risk-takers who will assume responsibility for envisioning the necessary product, market, and management strategies. Using a case study approach, the book analyzes characteristics of intrapreneurs, the intrapreneurial process, and how companies can develop an intrepreneurial culture. The solution, according to the author, is the intrapreneur: one who takes a hands-on responsibility for creating innovation within the organization. ![]() What they often lack, however, is a corporate culture that fosters identifying and converting these ideas into commercially viable ventures. Innovation is essential to continued commercial vitality and large organizations often have the ideas and resources to implement innovation. Advances the notion of "intrapreneuring," an in-house form of entrepreneurship, and examines how intrapreneurs and corporations can work together for mutual benefit. ![]()
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