ABSTRACT
Intrapreneurship is considered critical to the development of innovative new products and processes in established firms. Traditionally, intrapreneurship has been understood with respect to the management of conflict between the intrapreneur and the firm. In the present effort we argue that firms can structure themselves to support intrapreneurship. We begin by examining the nature of creative work and the translation of creative ideas into innovative products. The key skills needed for intrapreneurs to do this work are described. Subsequently, we examine the policies and practices of firms that would contribute to the development and application of these skills. The implications of these observations for encouraging intrapreneurial activities in extant firms are discussed.
