Peut-on manager les intrapreneurs ?

Abstract

Entrepreneurial dynamics within large companies, which are a key component of their competitiveness, seem to depend largely on a specific player at the heart of the business development process: the ?intrapreneur?. How exactly we are to define what an intrapreneur is, however, remains to be seen. Are they a breed apart? Do they call for a specific managerial style? Beyond the choice between two organizational approaches (that of a separate entity devoted to new projects and that of an entrepreneurial spirit spread throughout the whole company), business systems that do not acknowledge the specificity of such entrepreneurial employees often allow their role to be determined almost entirely by the interpersonal dimensions of management

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