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Characteristics of Intrapreneurs in Scale-Intensive Service Firms

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Hydle K. M., Aas T. H., Breunig K. J.
Journal of Entrepreneurship, Management and Innovation
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2014
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vol. 10
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issue 2
89-118
EN
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 re- search 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 con- ducted 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 pa- per extends the theory on determinants of innovation in scale-intensive service firms, blending insights from both findings and theory.
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