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Characteristics of Intrapreneurs in Scale-Intensive Service Firms

Hydle, Katja Maria; Aas, Tor Helge; Breunig, Karl Joachim
Journal article, Peer reviewed
This is an open access journal which means that all content is freely available without charge to the user or his/her institution. users are allowed to read, download, copy, distribute, print, search, or link to the full texts of the articles in this journal without asking prior permission from the publisher or the author. this is in accordance with the b o a i definition of open access.
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URI
https://hdl.handle.net/10642/2474
Date
2014
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  • SAM - Handelshøyskolen [431]
Original version
Hydle, K. M., Aas, T. H., & Breunig, K. J. (2014). Characteristics of intrapreneurs in scale-intensive service Firms. Journal of Entrepreneurship, Management, and Innovation, 10(2)   http://dx.doi.org/10.7341/20141024
Abstract
This empirical paper explores the work of employees in charge of service innovation

when firms develop and launch new scale-intensive services by addressing two research

questions: i) How do employees responsible for service innovation work? and

ii) what are the related managerial implications when developing and launching new

scale-intensive services? To this end, 21 qualitative, in-depth interviews were conducted

with employees in five large scale-intensive service firms. The findings suggest

that the involvement of internal professionals is an asset when new scale-intensive

services are developed, and that internal professionals act as intrapreneurs when

they are involved in the development of radically new scale-intensive services. This

paper integrates understanding from the innovation management literature with

knowledge of professionals from extant literature on professional service firms since

we find that professionals in scale-intensive firms act as intrapreneurs. Thus, this paper

extends the theory on determinants of innovation in scale-intensive service firms,

blending insights from both findings and theory.
Series
Journal of Entrepreneurship, Management, and Innovation;10(2)

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