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This study examines the drivers and implementation of intrapreneurship strategy in a property service company. Using a qualitative case study approach, the study interviewed four managers involved in related intrapreneurship initiatives. The data was validated by an expert and a practitioner from a different company. The implementation of the company’s intrapreneurship strategy is limited to improving new ways of working and developing products and services. However, business development and the creation of new business models are still limited. From several intrapreneurship driving factors, it was observed that the company practices are considered adequate with regard to top management support, leadership, flexibility in carrying out work, as well as in fairly harmonious arrangements for ongoing business relationships with the intrapreneurship projects. On the other hand, human resources with entrepreneurial behavior are still minimal. Similarly, the driving factors in reward and training that promote entrepreneurial behavior are also considered to be insufficient. The application of intrapreneurship as a strategy requires understanding and commitment from all parties in the organization. This study provides insight into the Indonesian context and proposes that intrapreneurship initiatives are less likely to succeed if they are not supported by developing a more systematic entrepreneurial mindset, behavior, and culture.

Examining the Intrapreneurship Drivers and Strategy: Case Study of Property Services in Indonesia