13th Annual International Management Conference Proceeding

and Proactiveness but also attitude towards strategic planning processes that reflects the extent to which a
firm practices business venturing.
2.3 A Theoretical Model of Intrapreneurship
Theoretically this paper is based on intrapreneurship research. Intrapreneurship is a concept closely related to
entrepreneurship emphasizing the entrepreneurial process and innovativeness (Guth and Ginsberg, 1990).
Intrapreneurship, however, takes place within the organisation (in this paper in small businesses). The
intrapreneur acts like an entrepreneur in that he/she realizes his/her own ideas without necessarily being the
owner of the enterprise. Intrapreneurship is here defined as an entrepreneurial way of action in an existing
organisation. The basis of intrapreneurship is recognizing an opportunity, exploiting it and trusting that
exploiting an opportunity in a new way that deviates from previous practice will succeed and support the
realization of the organization’s aims and profitability.
Research into the nature, prerequisites and effects of firm-level entrepreneurial activities has grown over the
past 25 years. The seminal paper of Peterson and Berger on entrepreneurship in organisations (1972) sought
to identify organizational and environmental factors affecting small business entrepreneurial activities.
Miller’s (1983) paper was a key turning point in the research on firm-level entrepreneurship. After that
researchers have used Miller’s theory (illustrated in figure 1) and research instruments to examine the
linkages between environmental, strategic, and organizational variables, and a company’s entrepreneurial
activities.
In this paper the researcher explains Miller’s (1983) model, organized the prerequisites and outcomes of
intrapreneurship, as well as the phenomenon of intrapreneurship into the following variables:
1. The phenomenon of intrapreneurship
a) A-type: venture creation and innovation
b) B-type: strategic renewal
2. The prerequisites of intrapreneurship
a) Management activities
b) Organisation culture
c) Organisation setting
d) Skills and attitudes of employees
3. The organisational outcomes of intrapreneurship
a) Customer satisfaction
b) Job satisfaction
c) Financial performance
The model that displays the interrelationships and the hypothesis is displayed in figure 1
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