ABSTRACT
Companies can create an enabling environment for social intrapreneurship or, at the opposite extreme, a disabling environment. Harnessing the talents and commitment of all employees to achieve sustainability goals is part of the mind-set, behaviours and skills of managers in companies at the more advanced stages of corporate responsibility maturity. Managers need to consider the creation of the 'enabling environment' for social intrapreneurship as a key milestone on the journey to embedding sustainability and empowering all employees to treat sustainability as part of their day jobs. A culture of open dialogue is a distinctive attribute of organisations in which social intrapreneurism succeeds. Intrapreneurs need to be empowered to develop their ideas by providing them with autonomy. Occasionally the relationship between social intrapreneurism and corporate social responsibility (CSR) specialists can be competitive: The CSR department had some competition from corporate foundation.
