Intrapreneurship is a holistic view of the organisation that infuses creative strategic processes throughout the organisation (Morris, Lewis, & Sexton, 1994). In literature, the intrapreneurship label has been given to multiple and sometimes distinct organisational phenomena such as entrepreneurial management (Stevenson & Jarillo, 1990); entrepreneurial orientation; firm-level entrepreneurship; entrepreneurial posture (Covin, 1996); and pioneering-innovative management (Khandwalla, 1987). Schindehutte, Morris and Kuratko (2000) refer to a concept of `entrepreneurial thinking' in organisations and suggest infusing `the institution with innovative behaviours' as a mechanism to achieve such thinking. Morris and Kuratko (2002) refer to this infusion as corporate entrepreneurship. Simon, Houghton and Gurney (1999) call it a managerial approach that will stimulate innovation and `re-energise employees'.
According to Covin (1999), the following three phenomena are among the most common situations that can be viewed as examples of Intrapreneurship: an established organisation entering a new business; an individual or individuals championing new product or service ideas within an established organisation and an `intrapreneurial' philosophy that permeates the entire organisation's outlook and operations. The last example is a situation where entire firms, rather than individuals or parts of firms, act in ways that generally would be described as intrapreneurial.
