Intrapreneur


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Intrapreneur

A person who develops an idea and sees it to fruition within a large organization. For example, an intrapreneur may be an employee at a corporation who sees a problem with the way inventories are stored, and develops and implements a new way to store inventory. Intrepreneurs, in other words, are innovators within their organizations, but they usually do not start new organizations.
References in periodicals archive ?
Intrapreneurs, he explains, need to be identified right away in companies so the organization can help develop their talents.
At first, he was highlighting the need to have more people full of energy as those described in the profile of the intrapreneur (Hornsby, Kuratko, & Montagno, 1999), but, eventually, he showed his feelings towards intrapreneurs.
Intrapreneurs challenge organisations to examine their own effectiveness, and offer new solutions that can deviate radically from well-established models.
Job rotation and learning new things with organsation systems of assigning different tasks to the managers also plays a crucial role on development of intrapreneurs in the organisation.
On the pages of Creating the Intrapreneur, the reader will discover secrets for:
Getting to know colleagues for more than their immediate role, getting to know what is important for people across all parts of the business, and getting to be known are key activities for an intrapreneur.
Pinchot (1985) defines an intrapreneur as a "person who focuses on innovation and creativity and who transforms a dream or an idea into a profitable venture, by operating within the organizational environment.
Within large companies, idea champions go by various names and include--but are not limited to--advocate, change agent or intrapreneur.
Jobs that include entrepreneurial activities completed within the firm are described as intrapreneur jobs.
For an intrapreneur, it is more attractive to build a new e-commerce business from nothing to $1 billion than it is to build an established business from $5 billion to $10 billion.
CRE 2000 outlines five stages in the growth of a corporate real estate department--taskmaster, controller, dealmaker, intrapreneur.
Being part of an established organization, the intrapreneur encounters barriers and facilitators very different from the ones faced by the entrepreneur.