Intrapreneurial risk-taking in public health care – challenging existing boundaries

Abstract

<p><strong>Aims:</strong> The chapter investigates whether and how intrapreneurial activities take place in public sector health care organisation and what kind of incentives and constraints an intrapreneur may face. The aim is to discuss &ndash; through one single case &ndash; the risk-taking processes and their consequences for the individual in the context of a public health care organisation.<strong>&nbsp;</strong></p> <p><strong>&nbsp;</strong></p> <p><strong>Contribution to the literature:</strong> The study draws from the previous studies on intrapreneurship and corporate entrepreneurship, and contributes to the literature by highlighting the role of individual risk-taking and particularly the different organisational boundaries which need to be broken when departing from the customary and introducing activities outside the framework of existing practices.<strong>&nbsp;</strong></p> <p>&nbsp;</p> <p><strong>Methodology: </strong>Rich research material includes interviews and survey data. Additionally, the research team observed the everyday activities in the clinic and organised feedback sessions and workshops in the organization. The paper draws on an ethnographic study and focuses on one nurse&acute;s account of her activities in the clinic within a large public university hospital.</p> <p>&nbsp;</p> <p><strong>Results and implications: </strong>Our study provides an individual account on intrapreneurship, which is dominantly studied from managerial and organizational perspective. The study revealed five related boundaries which need to be passed or stretched in order to make it possible for the nurse to behave entrepreneurially within an existing organisation. Although our study demonstrates that it is not easy for an individual to behave entrepreneurially within a large public sector hospital, it is fully possible. An employee can develop needed skills and grow to take responsibility and to exploit opportunities for renewal and change. An intrapreneur is not necessarily an exceptional person and employee, but rather an ordinary employee, who is interested in what she/he is doing and what are the outcomes and impacts of her/his activities. The main actor in intrapreneurship is an individual who decides to take the needed steps forward to make one&acute;s dreams come true. In addition, our study demonstrates the role of supporting organisational structures and practices in making it possible for an employee to proceed with the idea. This further emphasises the co-evolutionary process of intrapreneurial action. Our study has clear implications for further research and practice. We argue, for example, that managers and employees need to understand that intrapreneurship requires personal risk-taking implying breaking and stretching the boundaries. In addition, organisational forums and routes are needed to communicate and channel the individual initiatives towards wider organisational goals.</p> <p>&nbsp;</p>