The problem this article is concerned with is the failure ofmany large organizations in formerly socialist countries and inpublic sectors of market economies to make effective, peaceful,and ethical transformation from command to market responsiveorganization and privatization. There are at least threeimportant behavioral causes of this problem. First, organizationtransformation is blocked because the organization tries tochange "all at once" before the organization has learned how toact successfully in a new for the organization environment as amarket responsive instead of a command organization (...) (Churchman,1971; Quinn, 1980; Nystrom and Starbuck, 1984; Mintzberg andWaters, 1985; Mintzberg, 1994; Goldman, 1994). Second,organization transformation is blocked because "all at oncechange" stimulates so much fear and political opposition thatchange is politically not possible (Argyris and Schon, 1974;Argyris, 1990; Goldman, 1994; Sachs, 1992). Third, organizationtransformation is blocked because the "guardian" ethics syndromeof command organization is less appropriate for market responsiveorganization than a "commercial" ethics syndrome (Jacobs, 1992;Harris, 1995). Gradual intrapreneurship (Burgelman, 1983; Nielsenet al., 1985) can serve as a peaceful and ethical transitionstrategy. Intrapreneurship can help bridge some of thecontradictions between "commercial" vs. "guardian" ethicssyndromes (Jacobs, 1992; Nielsen, 1996). (shrink)

Libraries occupy a special space in our society, and our minds. Today, public libraries are struggling hard to attract new users and increase footfalls that seem to be in the downtrend. Besides, Physical Libraries need innovations in their services frontier to survive stiff competition from virtual digital libraries that provide instant access to information at no cost. Librarians and library professionals as knowledge managers could help design and foster entrepreneurship models of service delivery aimed towards bringing novelty in their operations. (...) This is for the reason that libraries must take up the challenges to survive and compete with digital libraries which would maximize user satisfaction, attract new patrons and increase their user base. To make libraries economically independent and socially competent knowledge organizations, libraries need to innovate and adopt entrepreneurship-intrapreneurship business models which would attract investments from the private sectors. To transform libraries into productive, innovative knowledge organizations, librarians must take the initiative to think out of the box. This paper addresses these issues and analyses the intrapreneurship attitude to library operations. It argues that librarians should adopt a model of knowledge entrepreneurship where librarians, besides being knowledge managers, would also act as intrapreneurs within their organization. (shrink)

According to social cognitive theory, this study explored the relationship between intrapreneurship and opportunity recognition. We developed a moderated mediation model of creative self-efficacy as a mediator and support for innovation as a moderator linking intrapreneurship with opportunity recognition. Using a sample of 206 college students from Chinese universities, we found that intrapreneurship is positively related to opportunity recognition, and this relationship was mediated by creative self-efficacy. Our research further found that the effect of intrapreneurship on (...) opportunity recognition was conditional on support for innovation. Finally, the theoretical and practical implications are discussed. (shrink)

While mainstream CSR research has generally explored and argued for positive ethical, social and environmental performance, critical CSR scholars argue that change has been superficial—at best, and not possible in any substantial way within the current capitalist system. Both views, however, only address the role of business within larger systems. Little attention has been paid to the everyday material CSR practice of individual managers. We go inside the firm to investigate how the micro-level acts of individual managers can aggregate to (...) drive transformation of the macro-level business logic. We draw on the strategy-as-practice approach to organize our research. The study reveals two orientations towards the integration of personal ethics into the workplace: abdication and activism. These orientations are supported by managerial practice such as reproductive and coping tactics and covert and overt tactics ; and, three enabling conditions of activist practice: empowerment and psychological safety, moral shock, and morality praxis. While our findings illustrate the tremendous challenges managers face when attempting to influence organizational practices towards their ethical and environmental aspirations, we also show that under specific conditions, individual managers can become fully engaged advocates and drivers of positive change from the inside. In so doing, our individual-level analysis of intrapreneurship provides a more complex picture of the possibilities for positive change than have been previously put forth by mainstream and critical CSR research. (shrink)

Chief executive officer tenacity plays an important role in corporate entrepreneurial activity. However, much less is known about its impact on employee intrapreneurship. Drawing from social information processing theory and upper echelons theory, this article examines the hitherto unexplored nexus between CEO tenacity and employee intrapreneurship, as well as the mediating role of corporate social responsibility. Quantitative data were collected through a survey administered to 294 employees working in different sectors that engage in CSR activities in China. Data (...) analysis was performed using hierarchical regression method through Stata 16.0. It was found that CEO tenacity was significantly positively correlated with employee strategic renewal behavior and employee venture behavior. The positive correlation between CEO tenacity and CSR was also significant. Besides, CSR partially mediated the relationship between CEO tenacity and employee strategic renewal behavior or employee venture behavior. This study extends research on CEO tenacity, CSR, or employee intrapreneurial behavior by providing a better understanding of the direct effects of CEO tenacity on employee intrapreneurial behavior and CSR. From the perspective of cross-fertilization between psychology and management, this study establishes the interface role of CSR by elucidating the intrinsic mechanism of CEOs with high levels of tenacity to stimulate employee intrapreneurial behavior through CSR. (shrink)

This article provides a cross-case analysis of four art and design research centres operating within UK universities. Findings from autobiographical and semi-structured interviews with researchers, research managers, and research leaders indicate that they encounter similar issues in trying to establish internal legitimacy within the university alongside the need to gain external support and recognition. In dealing with these challenges, art and design research centres tend to pass through four broadly identifiable phases: (i) Origination (utilising credentials and leadership capacity), (ii) Establishment (...) (securing resources and embedding dedicated systems and processes), (iii) Development (furthering profile, diversifying, and retaining autonomy), and (iv) Sustainability (enhancing research culture, networks, and influence). Many interesting parallels are evident with the way small businesses strive to establish themselves within competitive market environments. Lessons for research managers and directors are explored to consider such similarities in key areas of responsibility that cover leadership, managing people and processes, developing organisational capacity, and building external networks. The research suggests research centre directors must demonstrate many intrapreneurial qualities to overcome obstacles in the development of a successful research team and that university departments can make substantial organisational interventions to help them succeed. (shrink)

Business Ethics, the Environment &Responsibility, Volume 33, Issue 2, Page 170-183, April 2024.