Open Universiteit

Please use this identifier to cite or link to this item:
Title: Intrapreneurship & Veranderbereidheid. Onderzoek naar de invloed van intrapeneurship op de veranderbereidheid van een werknemer.
Authors: Liebregts, Gerben
Keywords: Intrapreneurship
Top-Down Willingness to Change
Trust from the Manager
Challenge in Work
Participation in Decision Making
Issue Date: 18-Jul-2017
Publisher: Open Universiteit Nederland
Abstract: In times of globalization and competitive pressure by rapid technological developments and the increased international competition, the change capacities of organizations become more and more important (Drzensky, Egold, & Dick, 2012; Rigtering & Weitzel, 2013). According to Mariano, Molero, Topa & Mangin (2014) the solution lies in proactivity, risk taking, and innovativeness. These are the three underlying behavioral dimensions of intrapreneurship (Antoncic & Hisrich, 2003; De Jong, Parker, Wennekers, & Wu, 2011; Rigtering & Weitzel, 2013). This research is about the influence of the degree of intrapreneurship on the top-down willingness to change of an employee. In addition, it has been studied how this relationship between the degree of intrapreneurship and the top-down willingness to change is influenced by the experienced trust from the manager, the experienced challenge in work, and the experienced participation in decision making. This research can be typified as an explanatory research. On the basis of the theory, expectations are formulated with regards to the alleged relationship between intrapreneurship and top-down willingness to change including the alleged moderating effects in the form of hypotheses. The research method can be described as deductive since the conceptual model, drawn up from the theory, is being tested with the use of data from a survey. The results of this research are based on a sample of 136 respondents. De sample consists out of Dutch employees in paid employment, working on different levels in the organization and in various sectors. Excluded from the sample are individuals working for a government agency in the public sector, individuals working on the highest management level, and individuals working at a company with less than 50 employees. The practical study shows that there is indeed a highly significant relation; The degree of intrapreneurship has a positive influence on the top-down willingness to change of an employee. Next to that, the results show that this relationship becomes stronger as the employee experiences more participation in the decision making. From the underlying behavioral dimensions of intrapreneurship, innovative work behavior and proactive work behavior lead to the variation in the employee’s top-down willingness to change. It seems that the relationship between the degree of intrapreneurship and the top-down willingness to change becomes stronger as the employee experiences more trust from his or her manager. Though, this effect is not strong enough to be considered as significant. On the other hand, the degree of challenge an employee experiences in his or her work is significantly influencing the relationship. However, against the expectations the positive relation between the degree of intrapreneurship and top-down willingness to change is getting weaker as the employee experiences more challenge in his or her work. By having the positive relation confirmed, intrapreneurship can be added as an extra variable to the determinants of willingness to change. It provides a new perspective on researches into willingness to change, but also on researches into intrapreneurship and entrepreneurial work behavior. This research demonstrates that next to a higher bottom-up willingness to change, intrapreneurs also show a higher top-down willingness to change. Based on the findings of this research it can be stated that an active policy on stimulating intrapreneurship can lead to an improved change climate because of the increased top-down willingness to change. Next to stimulating and facilitating intrapreneurship, the senior-/strategic management of companies can contribute to a better change climate by giving the employees more participation in the decision making of change processes.
Appears in Collections:MSc Management Science

Files in This Item:
File Description SizeFormat 
Liebregts G scriptie.pdf1.17 MBAdobe PDFView/Open

Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.