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Intrapreneurship strategy for internal markets — corporate, non‐profit and government institution cases
Author(s) -
Nielsen Richard P.,
Peters Michael P.,
Hisrich Robert D.
Publication year - 1985
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/smj.4250060207
Subject(s) - dilemma , business , flexibility (engineering) , intrapreneurship , institution , industrial organization , government (linguistics) , non profit , profit (economics) , marketing , economics , management , finance , business administration , microeconomics , entrepreneurship , philosophy , linguistics , epistemology , political science , law
Abstract When an organization tries to realize better its central mission, it is often important to maintain both line and staff units' integration with the central mission while flexibly and innovatively responding to evolving and changing external markets and environments. However, internal flexibility/innovation and integration needs often conflict. Thus, how to resolve these conflicting needs becomes somewhat of a dilemma (Lorsch and Allen, 1973; Nielsen, 1981, 1983d).