Intrapreneurial ambidexterity: a platform project,Swedish approach

Abstract

Purpose – The purpose of this paper was to explore the relationship between projects and intrapreneurial self-renewal activities. In particular,the approach a specific firm has made to renew itself is examined through two lenses commonly used to analyze such efforts – as a platform project and as an intrapreneurship effort based on intrapreneurial ambidexterity. Design/methodology/approach – An in-depth case study was conducted in a manner that the contextually sensitive,empirical research for which Nordic studies are known. The common denominator in these studies is a fascination on the practitioners. In other words,what the project managers say and do are of particular interest. Initially,68 in-depth interviews were performed,which were complemented by observations and secondary information. Findings – The platform project approach recognized chief project managers and requirement managers as essential elements in development. Further,it suggested there was no obvious champion in the project,nor did slack resources appear as a prerequisite. On the other hand,an intrapreneurship insight provided appreciation for the processes that developed for implementation. Practical implications – It is argued that,flagship projects as studied here,in particular,infuse parallel and collective activities since such projects call for significant organizational self-renewal. Originality/value – Intrapreneurship tends to be neglected at the expense of entrepreneurship. This study focuses on the former in a Swedish environment in which a major firm bets its future. Observations are interpreted in terms of both platform project and intrapreneurship concepts. We present and define the concept of intrapreneurial ambidexterity.