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How can intrapreneurship, being astimulant for innovation, serve as aperspective for career development of employees ?

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Common traits of an

Intrapreneur G ood healthA Need to Control and DirectSelf-confidenceSense of UrgencyComprehensive AwarenessRealistic Outlook

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Conceptual AbilityLow Need for Status

Objective ApproachEmotional StabilityAttraction to Challenges

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Intrapreneurship at individuallevel

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H ow to identify

intrapreneurs?

Estimated by experienced people and alsomeasured with specific instruments liketests, assessments and observations..

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Employees attitudes towardsintrapreneurship

Differ per sector, organization, professionand life stage

In late career stages the interest seems tobe not very strong

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Intrapreneurship in later career stages

If started in later career stages (40+) iscloser to a persons self concept andbased on a more conscious choice.In later career stages, the participants arecritical or bring up objections, some of

them being possible prejudices.

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Intrapreneurship atOrganisational level

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Employers attitudestowards intrapreneurship

ignorant and resistant, there isambivalence and tension between theory

and practice.mismatch with power structuresFacilitation of intrapreneurship

management style (coaching, close to staff) p lay an im por tant c o nditi o nal ro le

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M o tivat or s

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The motivators identified can be

divided into four major categoriesMotivators related to the demands and constraints

of the external environment (especially the

competition.)Motivators related to the perception of an

individual as an intrapreneur and that individual'savailability.

Motivators related to the firm's growth objectivesMotivators related to the management or production problems encountered in the internalenvironment.

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P ersonal Motivations of

IntrapreneursIntrinsic personality-related motivations

Extrinsic, reward-related motivations

Motivations related to past experience and

future career objectives

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THANK YOU