Intraprenörskap är ett relativt okänt begrepp i jämförelse sin motsvarighet entreprenörskap. Intraprenören kan stå för förnyelse och mervärdesskapande inom en redan etablerad organisation. För att besvara problemformuleringen “Vilken inverkan samt betydelse kan individen och den organisatoriska kontexten ha för intraprenörskap?” besvarades forskningsfrågorna Finns det några gemensamma egenskaper att identifiera bland intraprenörer som kan kopplas till dess innovativa arbete? Går det att identifiera några särskilda kontextuella förutsättningar som krävs för att intraprenörskap ska uppstå? Vem, vad eller vilka kan vara skapare av den intraprenöriella organisatoriska kontexten? Studien utfördes genom en kvalitativ metod med hermeneutiskt synsätt samt tolkning. Urvalet utgjordes av sex anställda intraprenörer inom olika organisationer, vilka belönats med bemanningsföretaget Talentia ABs pris för intraprenöriellt arbete. Dessa intervjuades genom semistrukturerad intervju. Den teoretiska referensramen som upprättats applicerades sedan på empiri. Behandlingen av empiri skedde först genom tematisk analys, för att sedan använda teoritriangulering. Resultatet visade att intraprenören i undersökta fall behöver stöd från en överordnad för att lyckas, men att det ej krävdes en ursprungligen intraprenöriell organisatorisk kontext för framgången. Ingen enskild skapare av kontexten har kunnat urskiljas. Vidare uppdagades att en intraprenör kan skapa en gynnsam intraprenöriell kontext i sin omgivning, för att på så vis lyckas genomföra sin handling vilket utgjorde studiens forskningsbidrag. Detta kontextskapande kan ge upphov till att medarbetare börjar agera intraprenöriellt. Intraprenören kan således, efter att stöd givits från en överordnad, främja ytterligare intraprenörskap inom organisationen. / The word intrapreneur is not as well-known as its counterpart entrepreneur. Intrapreneurship can contribute to renewal and added value within the organization. To answer the question of this study “Which impact and meaning can the individual and the organizational context have for intrapreneurship?” three research questions where formed: Can any personal attributes between the intrapreneurs be distinguished which has affected their work? Can any contextual prerequisites be identified as necessary for intrapreneurship to develop? Can there be a creator of the intrapreneurial organizational context? The study was conducted through a qualitative approach with hermeneutic interpretation, where interviews were performed with a few respondents, in this paper referred to as cases. This sample consisted of six employed individuals within different organizations who have been awarded with award for intrapreneurship by the recruitment company Talentia AB. Interviews were conducted with the award winners, and these were conducted in a semi-structured fashion. The empirical findings were processed through a theoretical framework, and divided into three separate themes for further analysis via theory triangulation. The results showed that the intrapreneur needed a superior sponsor to succeed in all studied cases, but he does not need a foregoing intraprenerial context to be successful. No sole creator of the intraprenerial context could be identified, in the study. However the authors did discover that the intrapreneur is able to create an intraprenerial context within the work group after the intraprenerial process has started. This type of context has given rise to intrapreneurial action from other employees within the organization. Accordingly the intrapreneur can, with the support from a superior, encourage further intrapreneurial action.

Made available in DSpace on 2016-04-28T20:19:15Z (GMT). No. of bitstreams: 1 2006- Sandra Souto da Silva.pdf: 328635 bytes, checksum: f811c2c71698ab18de0961c4cd761440 (MD5) Previous issue date: 2006-05-02 / The present study has as main objective to investigate the possible differences between entrepreneurs (franchisees) and intra-entrepreneurs profiles (corporate managers, also asked intrapreneurs), of a distribution company of health s products. The two groups had been compared about to the following Entrepreneurial Behavior Characteristics (EBCs): search of opportunities and initiative; persistence; commitment; requirement of quality and efficiency; following calculated risks; establishment of goals; search of information; planning and systematic control; persuasion and net of contacts; independence and self-confidence, denominated: the EBCs of McClelland. The used methodology was a descriptive case study that used quantitative and qualitative techniques. The differences between the groups concerning the perception of the meaning about entrepreneurs and intrapreneurs also had been studied. The study concluded that there is not a significant difference between the groups about the EBCs. However, it was evidenced that the managers have larger level of quality demand and efficiency' and planning and systematic control', compared to the franchisees. Both groups also do not present significant differences at self noticed entrepreneurship level. The participants of both groups had attributed more meanings to the concept of entrepreneurship than the concept of intrapreneurship, what suggests a better agreement of the first concept. Finally, the managers showed more concepts of entrepreneurship meanings and intrapreneurship. / O presente estudo tem como objetivo principal investigar as poss?veis diferen?as de perfil entre empreendedores (propriet?rios de franquias) e intra-empreendedores (gestores corporativos), de uma empresa distribuidora de produtos para sa?de. Os dois grupos foram comparados quanto ?s seguintes Caracter?sticas Comportamentais Empreendedoras (CCEs): busca de oportunidades e iniciativa; persist?ncia; comprometimento; exig?ncia de qualidade e efici?ncia; correr riscos calculados; estabelecimento de metas; busca de informa??o; planejamento e monitoramento sistem?ticos; persuas?o e rede de contatos; independ?ncia e autoconfian?a, ou seja, as CCEs de McClelland. A metodologia utilizada foi um estudo de caso descritivo, aplicadas t?cnicas quantitativa e qualitativa de an?lise. Foram tamb?m examinadas as diferen?as entre os grupos quanto ? percep??o de seus n?veis de empreendedorismo e os significados de empreendedorismo e intra-empreendedorismo. Conclui-se que os grupos n?o diferem significativamente em rela??o ?s CCE?s. Entretanto, h? uma tend?ncia dos gestores para apresentar maior n?vel de exig?ncia de qualidade e efici?ncia e planejamento e monitoramento sistem?ticos , em compara??o com os franqueados. Os dois grupos tamb?m n?o apresentam diferen?as significativas quanto ao n?vel de empreendedorismo autopercebido. Os participantes de ambos os grupos atribu?ram mais significados ao conceito de empreendedorismo do que ao de intra-empreendedorismo, o que sugere uma maior compreens?o do primeiro conceito. Por fim, os gestores produziram maior n?mero de significados de empreendedorismo e intraempreendedorismo.

Despite the high rate of failure in merger and acquisition (M&A) transactions, many organizations continue to rely on M&As as their primary growth strategy and to address market competition. The purpose of this qualitative single case study was to explore strategies managers from a large healthcare payer in the midwestern United States used to achieve operational and strategic synergies during the postacquisition information technology (IT) integration phase. Haspeslagh and Jemison's acquisition integration approaches model was the conceptual framework for the study. Methodological triangulation was established by analyzing the data from the semistructured interviews of 6 senior executives and 6 IT strategists, discussion points produced in a focus group involving 4 acquisition integration leaders, and information gleaned from M&A periodicals. Data were analyzed using Saldaña's thematic analysis method and showed that the healthcare payer organization managers used the following 4 strategies to achieve the planned synergies: plan for expected business synergies from the postacquisition IT integration, make cultural harmonization a key element of change management, align and continuously evaluate the progress of postacquisition IT integration strategies against planned synergies, and preserve durability of acquired capabilities by granting autonomy to the acquired organization. The findings of this study could lead to positive social change by stimulating a business environment that might allow healthcare payers to expand their strategic capabilities and serve their local communities with new products and other choices that improve the quality of care, health outcomes, well-being, and longevity of the consumer.

Entrepreneurs and the components that motivates them not to give up when facing obstacles have been the focus in many different studies. There have also been some studies which aims at connecting the concepts of intrapreneurs and motivation. However, we found a gap in the research which compares Swedish entrepreneurs and intrapreneurs focusing on their motivational factors. Therefore, this study aims to fulfill the found research gap through looking deeper into the intrinsic and extrinsic motivational factors of both entrepreneurs and intrapreneurs. This led up to the following formulation of the research question: What are the main differences in motivation factors between successful entrepreneurs and intrapreneurs in Sweden? To answer this question, a qualitative study was conducted with the focus on gaining more understanding on what intrinsic and extrinsic factors motivates entrepreneurs and intrapreneurs. Participants in the study were found based on criteria such as working in Sweden and being considered as successful through nominations or rewards. Data collection was done through using semi-structured interviews with five entrepreneurs and five intrapreneurs with the focus on finding motivational factors and typical personal characteristics related to their line of work. Since we found similar motivational factors in our chosen theories, it was decided that they would be used in the interviews. These factors were; Monetary reward, Challenges, Training, Acknowledgement, Affiliation, Power and Accomplishment.  Results show that the entrepreneurs and intrapreneurs have differences in their motivational factors both among the individuals within each title, as well as between the titles. The motivational factors found were paired with definitions of factors from the theories. Personal characteristics of entrepreneurs and intrapreneurs were also found and connected to theories about personal characteristics. The analyzed answers of intrapreneurs’ and entrepreneurs’ motivational factors were compared against each other to see if the motivational factors differ between entrepreneurs and intrapreneurs. The conclusion of this study is that for the extrinsic motivational factors, the entrepreneurs are more motivated by monetary rewards than the intrapreneurs and challenges motivates the intrapreneurs more than the entrepreneurs. For the intrinsic factors, power was more motivating for the entrepreneurs and more intrapreneurs saw acknowledgement as motivating. The factors which had no differences were concluded to not being related to being an entrepreneur or intrapreneur.

Entreprenörer har egenskaper och förmågor som är attraktiva för många företag, bland annat har de ofta en kreativ sida som kan utveckla mycket innovativa produkter och tjänster. Samtidigt är entreprenörer drivstarka, kundorienterade, har ett uttalat affärssinne och ser oftast möjligheter istället för problem. Detta arbete gjordes för att undersöka hur entreprenörer skulle kunna påverka företag och om de skulle vara intresserade av att anlita en entreprenörkonsult. Man skulle alltså kunna placera en entreprenör i en konsultroll, för att sedan hjälpa företag att utveckla nya, innovativa produkter och tjänster. Undersökningen har gjorts genom en blandning av litteraturstudier och intervjuer, där personer från företag som Atlas Copco, Electrolux, Ericsson och Oracle har fått ge sin syn på området. Arbetet har utförts med hjälp av Semcon AB, där även intervjuer har gjorts med konsulter för att undersöka problemet från olika vinklar. Resultatet definierar hur en entreprenör kan användas som konsult och vilka egenskaper som är attraktiva för företag att ta till vara på. Dessutom berörs begrepp som intraprenörskap och innovation, där kopplingar görs till hur dessa förstärker företagens konkurrenskraft samtidigt som det underbygger entreprenörkonsultens möjligheter. / Entrepreneurs have characteristics that are extremely attractive for many companies, amongother things; they often have a very creative side which can produce innovative products and services. Meanwhile, entrepreneurs are driven to succeed, customer-oriented and do usually see possibilities instead of problems. This study was done to investigate how entrepreneurs could affect companies and if they would be interested in hiring an entrepreneur-consultant. The study was conducted through a combination of literature studies and interviews, where people from companies such as AtlasCopco, Electrolux, Ericsson, and Oracle have given their view of the subject. The study  has been performed with help from Semcon AB, where interviews were conducted with consultants to examine the problem from different angles. The results define how an entrepreneur can be used as a consultant and the skills that are attractive for companies to take advantage of. In addition, terms like intrapreneurship and innovation are analyzed. Connections are made between these two and how they enhance  he competitiveness of firms at the same time as it enhance the possibilities of the  entrepreneurconsultant

Made available in DSpace on 2010-04-20T20:15:05Z (GMT). No. of bitstreams: 0 Previous issue date: 1997-04-04T00:00:00Z / Trata de questões pertinentes à estratégias das corporações encorajarem a inovação e o intraempreendimento, para garantirem a sobrevivência e sucesso a longo prazo, num ambiente globalizado de rápidas mudanças e altamente competitivo. / This dissertation is concerned with the strategic need to foster innovation and intrapreneurship to guarantee the long-tenn success and survival of corporations in a fastchanging, highly competitive globalized environment.

Companies are always trying to increase their sales and revenue, but nowadays due to technology advancement, competence and the fast moving economy this task becomes more difficult as time goes by. This is where innovation walks in, to find new ways to add value to customers, increasing profit and even find new potential markets. As part of implementing innovative practices, many companies have added corporate entrepreneurship to their structure, to look for new business models that reach diverse customers within the same industry. Getting in the mind of customers, trying to decipher unspoken needs and matching problems to new solutions is part of the insighting process that has to be done when attempting idea incubation. This research seeks to provide a methodology to make the insighting process for early idea validation, in a corporate environment, less manual and more mechanical. For this purpose the Stockholm division of Telia Company was used as study case and main source of data recollection, which brings the research results to a practical use and analysis.