Effective Communication And Organizational Culture As It Affects Intrapreneurship Development In Corporate Organizations

By PROF. ABIODUN AMUDA-KANNIKE SAN, FCArb, FCIAP, FCE, FCIHP, ACTI, Dean, Faculty of Law Kwara State University, Malete via Ilorin, Kwara State. Email: amudakannikeabiodun@gmail.com; abiodun.kannike@kwasu.edu.ng.

He is a fellow of the Nigerian Institute of Chartered Arbitrators (NICARB). He is also an associate Member of the Nigerian Institute of Taxation and at same time Fellow of the Chartered Institute of Economics; Fellow Chartered Institute of Arts, Management Professionals

A PAPER PRESENTED AT THE 10TH ENTREPRENEURSHIP & SECURITY CONFERENCE/INDUCTION/GRADUATION/AWARD CONFERMENT CEREMONY AND 3RD MANDATORY PROFESSIONAL ADMINISTRATIVE TRAINING/WORKSHIP AT THE MULTIPURPOSE HALL, CENTRE FOR ENTREPRENEURIAL DEVELOPMENT STUDIES (CEDS), COVENANT UNIVERSITY, OTA, OGUN STATE ON SATURDAY, 25TH NOVEMBER, 2023.

 Written in both ENGLISH AND FRENCH LANGUAGES Écrit dans les deux LANGUES ANGLAISE ET FRANÇAISE

ABSTRACT

This article explores the intricate relationship between effective communication, organizational culture, and the development of intrapreneurship within corporate settings. By examining how communication strategies and cultural dynamics influence the fostering of an intrapreneurial mindset, the study aims to shed light on key factors that contribute to or hinder the successful integration of innovative initiatives within organizations. The findings offer valuable insights for corporate leaders seeking to cultivate an environment conducive to intrapreneurship, emphasizing the pivotal roles played by communication effectiveness and organizational culture in shaping the entrepreneurial spirit among employees.

KEYWORDS:  Intrapreneurship, Effective Communication, Organizational Culture, Corporate Organizations, Innovation, Entrepreneurial Mindset, Development

INTRODUCTION AND BACKGROUND OF THE STUDY

In today’s dynamic business landscape, the concept of intrapreneurship has emerged as a key driver of innovation and competitiveness within corporate organizations[1].

As markets evolve at an unprecedented pace, fostering an entrepreneurial spirit among employees has become imperative for companies aiming to stay agile and responsive to change. [2]  This study delves into the symbiotic relationship between effective communication, organizational culture, and the development of intrapreneurship within corporate settings.

The evolution of business ecosystems has necessitated a shift from traditional hierarchical structures to more flexible and innovative models.[3]  In this context, intrapreneurship, or the cultivation of an entrepreneurial mindset among employees, has garnered attention as a strategic approach for organizations to adapt and thrive.[4]

Recognizing that the success of intrapreneurial initiatives hinges on a conducive environment, this study aims to explore the pivotal roles played by communication strategies and organizational culture.

Historically, entrepreneurial activities were primarily associated with external ventures[5]  However, the realization that organizations possess untapped entrepreneurial potential within their workforce has led to a paradigm shift[6]. The study seeks to build upon existing research by examining how effective communication practices facilitate idea exchange and collaboration among employees[7], and how a supportive organizational culture encourages risk-taking, creativity, and autonomy essential ingredients for intrapreneurial success[8]

By unraveling the dynamics of communication and culture in the context of intrapreneurship, this study aspires to offer practical insights for corporate leaders, human resource professionals, and organizational strategists. Through a comprehensive exploration of these interconnected elements, the research aims to contribute valuable knowledge to the ongoing discourse on fostering innovation within the corporate realm.

INTRAPRENEURSHIP AND ENTREPRENEURSHIP

Intrapreneurship refers to the practice of employees within a company behaving like entrepreneurs. It involves individuals or teams within an organization taking initiative to develop and implement innovative ideas, projects, or ventures. Intrapreneurs exhibit characteristics commonly associated with entrepreneurs, such as creativity, risk-taking, and a proactive approach to problem-solving. The concept encourages a culture of innovation and allows organizations to tap into the entrepreneurial potential of their workforce to drive growth, improve processes, and stay competitive in the business landscape.

Entrepreneurs are individuals who take the initiative to start and manage a business venture, assuming financial and strategic risks in the pursuit of innovation and profit. They are characterized by their ability to identify opportunities, organize resources, and navigate uncertainties in the business environment. Entrepreneurs often display traits such as creativity, resilience, and a willingness to take calculated risks. Their role involves not only the creation of new enterprises but also the continuous adaptation and growth of existing ones. Entrepreneurs play a crucial role in driving economic development and fostering innovation in various industries.

IMPORTANCE OF EFFECTIVE COMMUNICATION IN INTRAPRENEURSHIP:

Communication is a critical component of organizational culture. Culture is founded on the foundation of communication. I mention this because communication is sometimes about something other than the words we say or the gestures we make. Everything that goes into conveying information from one person to another is included in workplace communication. Tasks must be completed at work, and how we communicate these activities’ goals is critical to achieving favorable results.[9]

1. Idea Exchange and Collaboration:

Effective communication facilitates the seamless exchange of innovative ideas among team members.[10]  Open communication channels encourage collaboration, enabling intrapreneurs to refine and build upon each other’s concepts.

2. Alignment with Organizational Goals:

Clear communication ensures that intrapreneurial efforts align with the broader goals and strategies of the organization.[11]  It helps convey the company’s vision, fostering a sense of purpose among intrapreneurs[12]

3. As a Feedback Loop:

Regular and constructive feedback is crucial for intrapreneurs to emphasize on and improve their initiatives[13]. Communication channels enable a continuous feedback loop, enhancing the adaptability of intrapreneurial projects.

THE ROLE OF EFFECTIVE COMMUNICATION IN INTRAPRENEURSHIP

Exploring how effective communication acts as a catalyst for the exchange of innovative ideas is integral to understanding its significance in intrapreneurship. Effective communication serves as the conduit through which diverse perspectives, insights, and creative concepts flow within an organization. By fostering an environment where individuals feel heard and understood, it empowers employees to share their innovative thoughts and collaborate seamlessly.

Effective communication is crucial for successful intrapreneurship as it fosters collaboration, alignment, and a shared vision among team members. Clear communication helps convey innovative ideas, secure support, and navigate challenges. For instance, a study by Kock and Gemünden (2016) highlighted that transparent communication enhances the implementation of intrapreneurial initiatives by minimizing misunderstandings and resistance[14]. In practical terms, consider a scenario where a team member effectively communicates the potential benefits of a new project, addressing concerns and garnering support from various departments. This cohesive communication strategy can facilitate the smooth integration of entrepreneurial activities within the existing corporate structure, ultimately contributing to organizational success.

THE IMPORTANCE OF TRANSPARENT AND OPEN COMMUNICATION CHANNELS AS IT AFFECTS INTRAPRENEURSHIP DEVELOPMENT IN CORPORATE ORGANIZATIONS

Transparent and open communication channels play a pivotal role in fostering intrapreneurship development within corporate organizations[15]. Intrapreneurship, the act of employees behaving like entrepreneurs within a larger organization, is a key driver of innovation, growth, and adaptability[16]. Effective communication channels are essential for creating an environment where intrapreneurship can flourish, impacting various aspects of corporate dynamics.

One of the primary ways transparent communication facilitates intrapreneurship is by providing a clear understanding of organizational goals and strategies[17]. When employees have access to information about the company’s mission, vision, and strategic objectives, they are better equipped to align their intrapreneurial initiatives with the overall direction of the organization. Clear communication ensures that employees are aware of the company’s long-term vision, creating a shared sense of purpose that motivates intrapreneurial endeavors.

Open communication channels also play a crucial role in encouraging the expression of innovative ideas[18]. Intrapreneurship thrives on creativity and novel thinking, and when employees feel comfortable sharing their ideas without fear of reprisal, it stimulates a culture of innovation.

Transparent communication fosters an environment where employees believe their input is valued, leading to a steady flow of inventive concepts and solutions. This influx of ideas is essential for intrapreneurial projects that can drive organizational growth.

Furthermore, transparent communication addresses the inherent risks associated with intrapreneurship[19]. Employees may hesitate to pursue innovative projects if they are uncertain about the potential impact on their roles or the organization as a whole. Open communication helps manage expectations by providing clarity on the risks and benefits associated with intrapreneurial initiatives. This transparency enables employees to make informed decisions, empowering them to take calculated risks in pursuit of innovative solutions.

In the context of intrapreneurship, communication channels serve as a bridge between employees and organizational leadership[20]. Leaders who openly communicate about their support for intrapreneurial endeavors create a culture where employees feel empowered to take initiative. Leaders can also use communication channels to provide guidance, mentorship, and resources for intrapreneurs, fostering an environment that nurtures their development and success.

Moreover, transparent communication contributes to the success of intrapreneurial projects by facilitating collaboration[21]. Intrapreneurship often involves cross-functional teams working on innovative solutions. Clear communication channels ensure that team members are on the same page regarding project goals, timelines, and expectations. This alignment is crucial for the seamless execution of intrapreneurial initiatives, preventing misunderstandings that could hinder progress.

Effective communication also plays a role in recognizing and rewarding intrapreneurial efforts[22]. When organizations openly acknowledge and celebrate the achievements of intrapreneurs, it sends a positive message to the entire workforce. This recognition not only motivates the individuals involved but also encourages others to embrace an intrapreneurial mindset. Transparent communication about the value placed on innovation and intrapreneurship creates a culture that attracts and retains top talent.

Transparent and open communication channels are indispensable for intrapreneurship development within corporate organizations. From aligning intrapreneurial efforts with organizational goals to fostering a culture of innovation, communication plays a multifaceted role in creating an environment where employees can act as entrepreneurs within the corporate structure. Organizations that prioritize transparent communication are better positioned to unleash the creative potential of their workforce, driving sustained growth and adaptability in an ever-evolving business landscape.

ORGANIZATIONAL CULTURE AND INTRAPRENEURSHIP

When we talk about Organizational culture, we mean a system of shared assumptions, values and beliefs which governs how people behave in an organization. These shared values are meant to have strong influence on the people within the organization and should dictate how they act, dress and perform their duties[23].

Given the relative importance of organizational culture in innovative organizations, it is hardly surprising that intentional and planned culture change efforts represent a widespread phenomenon in corporate environments. New management tools and trends emerge on a regular basis to guide organizational growth, and they are relentlessly applied by managers to render their organizations more innovative, effective and competitive.  Organizational culture is widely recognized as an important component in all organizational change processes and innovativeness[24]

IMPORTANCE OF ORGANIZATIONAL CULTURE IN INTRAPRENEURSHIP

Organizational culture is the bedrock that shapes intrapreneurial success; molds the mindset, influencing how employees innovate, take risks, and contributes to entrepreneurial thinking within a corporate framework. A strong, supportive culture fosters an environment where intrapreneurship thrives, driving innovation, adaptability, and sustained growth in dynamic business landscapes.

1. Risk Tolerance and Innovation: A supportive organizational culture encourages risk-taking and experimentation, essential elements of intrapreneurship[25]. A culture that embraces innovation provides a safe space for employees to explore and implement new ideas[26].
2. Creativity and Autonomy: An intrapreneurial culture values and nurtures creativity, giving employees the autonomy to explore unconventional solutions[27]. Fostering an environment where individuals feel empowered to take ownership of their projects[28].
3. Employee Engagement and Retention: A positive intrapreneurial culture enhances employee engagement by providing exciting and challenging opportunities[29]. It contributes to talent retention as employees are more likely to stay in organizations that support and recognize their entrepreneurial contributions.
4. Adaptability to Change: Intrapreneurial organizations with a strong culture adapt more readily to market changes and disruptions[30]. A culture that values flexibility and change prepares the workforce to embrace new ideas and approaches.

Effective communication ensures a seamless flow of ideas and information, while a supportive organizational culture provides the foundation for intrapreneurs to thrive, take risks, and contribute to the overall innovation and success of the organization. These elements are essential for creating an environment where intrapreneurship can flourish.

Organizational culture positively and significantly affect intrapreneurship growth in manufacturing firms in Nigeria.  Intrapreneurship has engendered a lot of research interest in the developed, emerging and developing economies. Intrapreneurship, being entrepreneurs within an organization, who are considered as tools for achieving strategic organizational goals. According to Gursoy (2016)[31], the growth of intrapreneurship activities in an organization tends to enhance organizational performance.

McDowells (2017)[32] opines that, intrapreneurship is both a cultural and behavioural pattern which can aid organizations to have competitive advantage in an ever changing business and economic environment.  Bau and Wagner added that, intrapreneurial behaviour of an organization is the process by which employees are empowered to implement, promote and discover new business opportunities and create economic values inside established firms[33].

Organization culture is a system of shared conjecture, values and beliefs which governs how people behave in organizations (Alvesson, 2013; Odor, 2018).

Scholars, such as Blanka (2018), Odor (2018), McDowells (2017), Otsu (2016), Moriano, Molero, Topa and Levy (2014), Witzell (2014) and Webb (2013) studied the concepts of organizational culture and intrapreneurship growth in isolation. In their findings, they revealed that organizational culture is important to an organizational performance and that intrapreneurship is of great importance to how innovative an organization would be. However, most of these studies were carried out in the developed and emerging economies and most of the studies examined the concepts (intrapreneurship and organizational culture) separately.

IMPACT OF ORGANIZATIONAL CULTURE IN SHAPING INTRAPRENEURIAL MINDSET

How does Organizational Culture, influence the development of Intrapreneurial Mindset?

Organizational culture plays a crucial role in shaping the mindset of employees, particularly when it comes to fostering an intrapreneurial mindset within the workplace[34]. An intrapreneurial mindset involves individuals thinking and behaving like entrepreneurs while working within a larger organization, promoting innovation, risk-taking, and proactive problem-solving[35]. This examination delves into how organizational culture influences the development of an intrapreneurial mindset, exploring key aspects such as leadership, openness to change, and a culture of experimentation.

LEADERSHIP AS A CULTURAL DRIVER

Organizational culture is often set by leadership, and the tone set by leaders significantly impacts the development of an intrapreneurial mindset[36]. Leaders who encourage and exemplify entrepreneurial thinking create a culture that values risk-taking and innovation[37]. When leaders actively support and participate in intrapreneurial initiatives, employees are more likely to perceive such behaviors as endorsed by the organization, thereby fostering an intrapreneurial mindset across all levels[38].

OPENNESS TO CHANGE AND RISK-TAKING

The degree to which an organization is open to change is a defining aspect of its culture and significantly influences the development of an intrapreneurial mindset[39]. In organizations with a culture that embraces change, employees are more likely to feel empowered to challenge the status quo, propose new ideas, and take calculated risks[40]. This openness creates an environment where experimentation and intrapreneurial activities are encouraged rather than stifled, contributing to the development of an intrapreneurial mindset.

INNOVATION AS A CULTURAL NORM

An organizational culture that values and rewards innovation is conducive to the development of an intrapreneurial mindset[41]. When creativity and out-of-the-box thinking are celebrated, employees are more inclined to explore novel solutions to challenges and actively seek opportunities for improvement[42]. Such a culture fosters the belief that innovation is not only accepted but also essential for organizational success, cultivating an intrapreneurial mindset among employees.

COMMUNICATION AND COLLABORATION

Effective communication is a cornerstone of organizational culture that influences the development of an intrapreneurial mindset[43]. A culture that encourages transparent communication and collaboration provides employees with the information and support needed to engage in intrapreneurial activities[44]. When communication channels are open, employees feel more comfortable sharing their ideas, seeking feedback, and collaborating with others, all of which are vital components of an intrapreneurial mindset.

RECOGNITION AND REWARDS FOR INTRAPRENEURIAL EFFORTS

The way an organization recognizes and rewards intrapreneurial efforts contributes significantly to the development of an intrapreneurial mindset[45]. In a culture where innovative contributions are acknowledged and rewarded, employees are motivated to actively engage in intrapreneurial activities[46]. Recognition reinforces the idea that intrapreneurship is valued by the organization, further shaping the mindset of employees towards embracing entrepreneurial thinking.

LEARNING AND DEVELOPMENT OPPORTUNITIES

Organizational culture that prioritizes continuous learning and development supports the growth of an intrapreneurial mindset[47]. When employees have access to training, mentorship, and resources that encourage entrepreneurial thinking, they are more likely to develop the skills and confidence needed to act as intrapreneurs[48]. A learning-oriented culture promotes adaptability and a willingness to explore new ideas, essential components of an intrapreneurial mindset.

Organizational culture serves as a powerful influencer in shaping the development of an intrapreneurial mindset within a corporate setting[49]. Leadership behavior, openness to change, a culture of innovation, effective communication, recognition, and learning opportunities all contribute to the cultural landscape that either encourages or hinders the cultivation of an intrapreneurial mindset[50]. Recognizing the symbiotic relationship between organizational culture and intrapreneurial thinking is vital for businesses aiming to foster a dynamic, innovative, and adaptive workforce in an ever-evolving business landscape.

COMMON CHALLENGES IN FOSTERING A CULTURE CONDUCIVE TO INTRAPRENEURSHIP

1. Resistance to Change: Employees and leadership may resist adopting a more innovative and entrepreneurial mindset, preferring the status quo[51]. Overcoming this resistance requires effective change management strategies and clear communication about the benefits of intrapreneurial culture[52]
2. Risk Aversion: Many organizations are inherently risk-averse, fearing the potential failures associated with experimentation and innovation[53]. Overcoming this challenge involves reframing failure as a learning opportunity and establishing a culture that tolerates and even celebrates calculated risks.

iii.     Lack of Leadership Support:  Without active support from top leadership, attempts to foster an intrapreneurial culture can falter. Leaders need to champion innovation, allocate resources, and set an example by engaging in intrapreneurial activities themselves.

1. Inadequate Resources: Insufficient financial and human resources allocated to intrapreneurial projects can impede their development. Providing the necessary resources is essential for turning innovative ideas into tangible outcomes.
2. Unclear Communication: Ambiguity in communication about the organization’s commitment to intrapreneurship can lead to confusion among employees. Clear and transparent communication is vital to ensure everyone understands the value placed on innovation and intrapreneurial initiatives[54].
3. Hierarchy and Bureaucracy: Strict hierarchies and bureaucratic structures can stifle creativity and hinder the free flow of ideas. Creating a culture conducive to intrapreneurship requires breaking down silos and promoting collaboration across departments.

vii.    Short-Term Focus: Organizations often prioritize short-term goals over long-term innovation. Shifting the focus toward a balance between immediate objectives and long-term vision is essential for fostering a culture that encourages intrapreneurial thinking.

viii.   Lack of Recognition and Rewards: Intrapreneurs need to feel recognized and rewarded for their efforts. If the organization fails to acknowledge and incentivize innovative contributions, employees may become demotivated, hindering the development of an intrapreneurial culture.

1. Mismatched Performance Metrics: Performance metrics that solely emphasize traditional measures may not align with intrapreneurial goals. Reevaluating and adapting performance metrics to include innovation-related achievements can better support an intrapreneurial culture.

x       Limited Training and Development Opportunities: Without proper training and development programs, employees may lack the skills necessary for intrapreneurial activities. Investing in continuous learning initiatives ensures that the workforce is equipped for innovation.

Addressing these challenges requires a strategic and holistic approach, integrating insights from change management, risk management, leadership studies, communication strategies, organizational development, and performance management.

Overcoming these challenges can pave the way for a vibrant intrapreneurial culture that drives innovation and long-term success.

RECCOMMENDATIONS FOR CULTIVATING A POSITIVE AND SUPPORTIVE ORGANIZATIONAL CULTURE THAT ENCOURAGES INTRAPRENEURIAL DEVELOPMENT

Cultivating a positive and supportive organizational culture that encourages intrapreneurial development is essential for fostering innovation, creativity, and employee engagement. Intrapreneurship, or the act of employees behaving as entrepreneurs within a larger organization, can drive growth and competitiveness.

Here are recommendations for creating an environment that nurtures intrapreneurial spirit:

1. Foster a Culture of Open Communication

Encourage transparent and open communication channels. Establish platforms for idea sharing, feedback, and discussions. A culture that values input from all levels of the organization fosters an environment where employees feel their ideas are heard and considered.

1. Provide Resources and Support

Allocate resources, both financial and human, to support intrapreneurial projects. Ensure that employees have access to training, mentorship, and tools necessary for developing and implementing innovative ideas. This investment demonstrates the organization’s commitment to intrapreneurial initiatives.

iii.      Embrace Risk-Taking

Cultivate a culture that views failure as a learning opportunity rather than a setback. Encourage employees to take calculated risks in pursuing innovative projects. When mistakes happen, analyze them constructively, extracting lessons that can contribute to future successes.

1. Recognize and Reward Innovation

Implement a robust system for recognizing and rewarding intrapreneurial efforts. This can include financial incentives, promotions, or public acknowledgment. Recognition reinforces the value of innovation and motivates employees to continue contributing to the organization’s growth.

1. Promote Cross-Functional Collaboration

Promote collaboration across departments; Cross-functional teams bring together diverse perspectives and skill sets, enhancing the potential for creative problem-solving and innovative thinking.

1. Encourage Autonomy and Empowerment

Provide employees with the autonomy to explore and implement their ideas. Empowerment instills a sense of ownership and responsibility, driving individuals to proactively seek out opportunities for improvement and innovation.

vii.     Establish Intrapreneurial Platforms

Create dedicated spaces or platforms for intrapreneurial development, such as innovation labs or incubators. These environments offer a focused setting for employees to collaborate, experiment, and bring their innovative ideas to fruition.

viii.    Leadership Support and Alignment

Ensure that leadership actively supports and aligns with the organization’s intrapreneurial goals. Leaders should set an example by embracing innovation, demonstrating a willingness to experiment, and providing the necessary backing for intrapreneurial initiatives.

1. Continuous Learning and Development

Foster a culture of continuous learning. Encourage employees to stay updated on industry trends, acquire new skills, and participate in training programs. A workforce committed to learning is better equipped to drive innovation within the organization.

1. Measure and Evaluate Intrapreneurial Impact

Establish key performance indicators (KPIs) to measure the impact of intrapreneurial projects. Regularly evaluate the success of initiatives and use data-driven insights to refine strategies and identify areas for improvement.

Building a positive and supportive organizational culture that nurtures intrapreneurial development requires a holistic approach. By fostering open communication, providing resources, embracing risk-taking, recognizing innovation, promoting collaboration, encouraging autonomy, establishing intrapreneurial platforms, gaining leadership support, prioritizing continuous learning, and measuring impact, organizations can create an environment that not only supports intrapreneurial initiatives but also thrives on them. Such a culture positions the organization for sustained growth and competitiveness in an ever-evolving business landscape.

SUMMARY/CONCLUSION

This article highlights the pivotal role of effective communication and organizational culture in shaping the landscape of intrapreneurship development within corporate organizations. It has brought to light the interconnectedness of these two factors, emphasizing that a positive culture is not only conducive to innovation but also relies heavily on transparent and open communication channels.

It stresses on the importance of dismantling barriers to effective communication, recognizing them as potential hindrances to the flourishing of intrapreneurial initiatives. By addressing these barriers head-on, organizations can create an environment where employees feel empowered to share their innovative ideas without fear, fostering a culture that thrives on creativity.

Leadership emerges as a key influencer in this dynamic, with the article suggesting that leaders play a critical role in shaping and nurturing a culture that encourages intrapreneurship. When leadership actively supports and exemplifies a commitment to innovation, it sets the tone for the entire organization and paves the way for employees to embrace their roles as intrapreneurs.

Furthermore, inclusion of strategies for enhancing communication, provides practical insights for organizations seeking to create an environment that stimulates intrapreneurial development. Whether through dedicated platforms, cross-functional collaboration, or recognition and rewards, these strategies offer a roadmap for organizations to cultivate a culture that not only tolerates but actively encourages intrapreneurial behavior.

In essence, the article concludes by emphasizing that the synergy between effective communication and a supportive organizational culture is not merely a theoretical concept but a practical necessity for organizations aiming to thrive in today’s dynamic business landscape. It invites organizations to reflect on their communication practices, cultural dynamics, and leadership approaches, recognizing that the fusion of these elements is the catalyst for a vibrant and sustainable intrapreneurial ecosystem.

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[1] Drucker, 1985; Pinchot, 1985

[2] (Bosma et al., 2012).

[3] O’Reilly & Tushman, 2013).

[4] Supra 2

[5] (Schumpeter, 1934). The Theory of Economic Development: An Inquiry Into Profits, Capital, Credit, Interest, and the Business Cycle. Book by Joseph Schumpeter

[6] Kuratko, D. F. (2005). The Emergence of Entrepreneurship Education: Development, Trends, and Challenges. Entrepreneurship Theory & Practice, 29, 577-598.http://dx.doi.org/10.1111/j.1540-6520.2005.00099. Accessed through the internet on 20/11/20 at 1am

[7] Sarros et al., 2002)

[8] Amabile et al., 1996; Covin & Slevin, 1991).

[9] https://www.linkedin.com/pulse/impact-effective-communication-organizational-culture-peters. Accessed through the internet on the 20/11/2023 at 2pm

[10] Supra7

[11] Supra 8b

[12] Supra 8a

[13] Supra 7

[14] Antecedents to Decision-Making Quality and Agility in Innovation Portfolio Management Alexander Kock, Hans Georg Gemünden(2016)

[15] Pinchot, G. (1985). Intrapreneuring: Why You Don’t Have to Leave the Corporation to Become an Entrepreneur. Harper & Row.

[16] Kuratko, D. F. (2007). Entrepreneurial leadership in the 21st century: Guest editor’s perspective. Journal of Leadership & Organizational Studies, 13(4), 1-11.

[17] Porter, M. E. (1996). What is strategy? Harvard Business Review, 74(6), 61-78.

[18]  Amabile, T. M., & Pratt, M. G. (2016). The dynamic componential model of creativity and innovation in organizations: Making progress, making meaning. Research in Organizational Behavior, 36, 157-183.

[19] Burgelman, R. A. (1983). A model of the interaction of strategic behavior, corporate context, and the concept of strategy. Academy of Management Review, 8(1), 61-70.

[20] Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press.

[21] Edmondson, A. C. (2012). Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy. Jossey-Bass.

[22] Deci, E. L., & Ryan, R. M. (2008). Facilitating optimal motivation and psychological well-being across life’s domains. Canadian Psychology/Psychologie canadienne, 49(1), 14-23.

[23] Odor, H.O. (2018). Organizational culture and dynamics. Global Journal of Management and Business Research, 18(1).

[24] Alvesson and Sveningsson, 2008; Odor, 2018).

[25] Covin & Slevin, 1991)

[26] Amabile, T.M., Conti, R., Coon, H., et al. (1996) Assessing the Work Environment for Creativity. Academy of Management Journal, 39, 1154-1184. http://dx.doi.org/10.2307/256995, accessed through the internet on the 20/11/2023 at 3pm

[27] Ibid

[28] Supra 7

[29] Supra 2

[30] Supra 3

[31] Gursoy, A. (2016). Effect of innovative culture on intrapreneurship. International Journal of Business and Social Science. 7(1

[32] McDowells, C.T. (2017). A comprehensive study of intrapreneurship as a cultural form of innovation and sustainable competitive advantage. An unpublished masters dissertation, Bisk College of Business, Florida Institute of Technology.

[33] Bau, F. and Wagner, K. (2015). Measuring corporate entrepreneurship culture. International Journalbof Entrepreneurship and Small Business 25(2), 231-244.

[34] : Schein, E. H. (1990). Organizational Culture. American Psychologist, 45(2), 109-119.

[35] Supra 26

[36]  Bass, B. M., & Avolio, B. J. (1993). Transformational Leadership and Organizational Culture. Public Administration Quarterly, 17(1), 112–121.

[37] Supra 27

[38] Tierney, P., & Farmer, S. M. (2002). Creative Self-Efficacy: Its Potential Antecedents and Relationship to Creative Performance. Academy of Management Journal, 45(6), 1137–1148.

[39] O’Reilly, C. A., & Tushman, M. L. (2004). The Ambidextrous Organization. Harvard Business Review, 82(4), 74-81.

[40]  Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating Readiness for Organizational Change. Human Relations, 46(6), 681–703.

[41] Damanpour, F. (1991). Organizational Innovation: A Meta-Analysis of Effects of Determinants and Moderators. Academy of Management Journal, 34(3), 555–590.

[42] Amabile, T. M. (1988). A Model of Creativity and Innovation in Organizations. Research in Organizational Behavior, 10, 123–167.

[43] Denison, D. R. (1990). Corporate Culture and Organizational Effectiveness. John Wiley & Sons.

[44]  Ashford, S. J., & Cummings, L. L. (1983). Feedback as an Individual Resource: Personal Strategies of Creating Information. Organizational Behavior and Human Performance, 32(3), 370–398.

[45] Oldham, G. R., & Cummings, A. (1996). Employee Creativity: Personal and Contextual Factors at Work. Academy of Management Journal, 39(3), 607–634.

[46]  Kanter, R. M. (1988). When a Thousand Flowers Bloom: Structural, Collective, and Social Conditions for Innovation in Organizations. Research in Organizational Behavior, 10, 169–211.

[47] Garvin, D. A., Edmondson, A. C., & Gino, F. (2008). Is Yours a Learning Organization? Harvard Business Review, 86(3), 109-116.

[48] Rauch, A., & Hulsink, W. (2015). Putting Entrepreneurship Education Where the Intention to Act Lies: An Investigation into the Impact of Entrepreneurship Education on Entrepreneurial Behavior. Academy of Management Learning & Education, 14(2), 187–204.

[49] Supra

[50] Supra 45

[51] https://www.frontiersin.org/articles/10.3389/fpsyg.2021.678952, accessed through the internet on the 23/11/2023 at 4pm

[52] Ibid

[53] https://www.frontiersin.org/articles/10.3389/fpsyg.2021.678952, accessed through the internet on the 22/11/2023 at 4:35pm

[54] https://allthingstalent.org/influencing-intrapreneurship-with-internal-communications/2019/04/03/amp/ accessed through the internet on the 22/11/2023 at 5pm