Intrapreneurs According to Hisrich (1990): Myths and Realities

Introduction

Intrapreneurship, a concept that gained prominence in the business world during the late 20th century, refers to the practice of employees within an organization exhibiting entrepreneurial traits and behaviors while working within the confines of their jobs. In 1990, Jeffery A. Hisrich, a renowned scholar in entrepreneurship, provided insights into the characteristics of intrapreneurs. This essay explores Hisrich’s views and aims to debunk some common myths surrounding intrapreneurship based on his perspective.

Hisrich’s Insights on Intrapreneurs

Preference for Delegation over Involvement One common misconception about intrapreneurs is that they prefer delegation to involvement. Hisrich (1990) did not explicitly state that intrapreneurs favor one over the other. Instead, he emphasized that intrapreneurs display a proactive approach to problem-solving and innovation. This proactivity often involves a willingness to take initiative, which can manifest in either delegated tasks or active involvement. In other words, intrapreneurs are adaptable, willing to engage in tasks personally, or delegate as needed to drive innovation.

Concern About Work Status Hisrich’s work does not suggest that intrapreneurs are inherently concerned about their work status within the organization. What he emphasized was that intrapreneurs tend to be passionate and committed to their ideas and projects, often prioritizing their pursuit of innovation over traditional notions of job security. This doesn’t necessarily translate into being preoccupied with work status but rather focusing on making a meaningful impact within the organization.

Short-Term Time Orientation Hisrich (1990) did not assert that intrapreneurs possess a short-term time orientation. In fact, quite the opposite is true. Intrapreneurs, according to Hisrich, exhibit a long-term perspective and a willingness to invest time and effort in nurturing innovative ideas. They are forward-thinkers who understand that the development and implementation of new concepts often require sustained effort and commitment.

Debunking the Myths

Now that we have clarified Hisrich’s insights on intrapreneurs, it is essential to debunk the common myths associated with intrapreneurship:

Intrapreneurs Do Not Prefer Delegation to Involvement As discussed earlier, intrapreneurs are adaptable and can choose between delegation and personal involvement based on the specific needs of their projects. They are not confined to one approach.

Intrapreneurs Are Not Necessarily Concerned About Work Status While intrapreneurs prioritize innovation and impact, their motivation is not rooted in anxiety about their job security. They are driven by a genuine passion for their ideas and a desire to drive positive change within the organization.

Intrapreneurs Have a Long-Term Time Orientation Intrapreneurs are forward-looking individuals who understand the importance of patience and long-term commitment in realizing innovative projects. They do not possess a short-term time orientation but rather focus on sustainable progress.

Conclusion

Jeffery A. Hisrich’s insights on intrapreneurs provide a valuable perspective on the characteristics and behaviors of these individuals within organizations. By dispelling common myths associated with intrapreneurship, we gain a clearer understanding of how intrapreneurs operate and contribute to innovation and growth. Intrapreneurs are not confined to rigid preferences for delegation or involvement, nor are they primarily concerned about their work status. Instead, they exhibit a long-term time orientation and an unwavering commitment to driving positive change in their organizations. Recognizing these traits can help organizations foster a culture of intrapreneurship and harness the creative potential of their employees.