Modern companies’ business environments have become increasingly complex, dynamic, and uncertain as a consequence of globalization and the rapid development of information communications technology. Companies are urged to increase their flexibility in order to keep their competitiveness in the global market. The affirmation of intrapreneurship becomes one of the basic ways for achieving higher adaptability and competitiveness of large companies in the modern business environment. In this context, the choice of an organizational solution that improves the development of entrepreneurial orientation and increases employee entrepreneurship and innovativeness becomes an important task for large companies. Research studies and business practices have indicated that various types of modern organizational forms enable the development of intrapreneurship. Therefore, the main aim of this paper is to identify dominant characteristics of organizational solutions and analyse their influence on the development of intrapreneurship in large companies in Bosnia and Herzegovina (BiH). The research results indicate that current organizational characteristics are not favourable for the development of intrapreneurship in large BiH companies and that improvement is necessary in order to create an enabling environment for intrapreneurship and innovativeness. Based on these findings, recommendations for appropriate organizational changes are presented that might result in a more intensive development of intrapreneurship in large BiH companies.
If the inline PDF is not rendering correctly, you can download the PDF file here.
Altinay, L., & Altinay, M. (2004). The influence of organisational structure on entrepreneurial orientation and expansion performance. International Journal of Contemporary Hospitality Management, 16(6), 334-344. https://doi.org/10.1108/09596110410550770
Burns, T., & Stalker, G. M. (1969). The management of innovation. The Economic Journal, 79(314), 403-405. https://doi.org/10.2307/2230196
Carrier, C. (1996). Intrapreneurship in small businesses: An exploratory study. Entrepreneurship: Theory and Practice, 21(1), 5-20.
Cohn, S. (1981). Adopting innovations in a technology push industry. Research Management, 24(5), 26-31.
Covin, J. G., & Slevin, D. P. (1991). A conceptual model of entrepreneurship as firm behavior. Entrepreneurship, Theory and Practice,(16(1), 57-81.
Davenport, T. H. (1993). Process Innovation: Reengineering Work through Information Technology. Harvard Business Press: Cambridge.
Delić, A. (2012). The role of organizational culture in the implementation process of changes in organization. In D. Tipuric & M. Dabic (Eds.), Management, governance, and entrepreneurship: New perspectives and challenges (ch. 12). London: Access Press United Kingdom.
Delić, A., & Ahmetović, E. (2013).Characteristic of organizational structure of Bosnian and Herzegovinian companies. Economic Review: Journal of Economics & Business/Ekonomska Revija: Casopis za Ekonomiju i Biznis, 11(2), 31-43.
Drucker, P. (2005). Upravljanje u novom društvu.Novi Sad: Adižes.
Hage, J., & Aiken, J. (1970). Social change in complex organizations. New York: Random House.
Hammer, M., & Champy, J. (1993). Reengineering the corporation: A manifesto for the business revolution.New York: Harper Business Essential.
Harrington, H. J. (1991). Business Process Improvement. McGraw Hill: New York.
Hernaus, T. (2006). Transformacija klasične organizacije u organizaciju orijentiranu na poslovne procese. Sveučilište u Zagrebu: Magistarski rad, Ekonomski fakultet Zagreb.
Ireland, R. D., Kuratko, D. F., & Morris, M. H. (2006). A health audit for corporate entrepreneurship: innovation at all levels: part II. Journal of Business Strategy, 27(2), 10-17. https://doi.org/10.1108/02756660610650019
Kanter, R. M. (1983). The change masters-Innovation &entrepreneurship in the American corporation. New York: Simon & Schuster.
Kim, L. (1980). Organizational innovation and structure. Journal of Business Research, 8, 225-245. https://doi.org/10.1016/0148-2963(80)90012-0
Kuratko, D. F., & Hodgest, R. M. (1995). Entrepreneurship: A contemporary approach (3rded.; international ed.). Orlando, FL: Dryden Press.
Love, P. E. D., & Gunasekaran, A. (1998). Putting an engine into re-engineering: Toward a process-oriented organization. International Journal of Operations & Production Management, 18(9/10), 159-160. https://doi.org/10.1108/01443579810225531
Martin, J. (1995). The Great Transition. Using the Seven Principles of Enterprise Engineering to Align People, Technology and, Strategy.
American Management Association, New York.
Milovanović, M. B. (2009). Sustav poticanja kao factor razvoja korporativnog poduzetništva. Zbornik Ekonomskog fakulteta u Zagrebu, 7(1), 191.
Nielsen, R. P., Peters, M. P., & Hisrich, R. D. (1985). Intrapreneurship strategy for internal markets-corporate, non-profit and government institution cases. Strategic Management Journal, 181. https://doi.org/10.1002/smj.4250060207
Pinchot, G. (1985). Intrapreneuring: Why you don’t have to leave the corporation to become an entrepreneur. New York: Harper & Row.
Thompson, V. A. (1961). Modern organization. New York: Alfred A.Knopf.
Umihanić, B., & Delić, A. (2013). Organizational assumptions for development of intrapreneurship in companies across Bosnia and Herzegovina. 1st Dubrovnik International Economic Meeting (DIEM 2013), September 27-29, University of Dubrovnik.
Van de Ven, A. H. (1986). Central problems in the management of innovation. Management Science, 320, 590-607. https://doi.org/10.1287/mnsc.32.5.590
Van de Ven, A. H., Angle, H. L., & Poole, M. S. (Eds.). (1989). Research on the management of innovation. New York: Ballinger/Harper&Row.
Zahra, S. A. (1991). Predictions and financial outcomes of corporate entrepreneurship: An exploratory study. Journal of Business Venturing, 6(4), 259-285. https://doi.org/10.1016/0883-9026(91)90019-A Zahra, S. A. (1993). A conceptual model of entrepreneurship as firm behavior: a critique and extension. Entrepreneurship Theory and Practice, Vol 17, No 4, 5-21.