Abstract
PurposeBased on self-determination theory and the perspective of person-job fit, this study aims to determine the configurations of situations in which the person-intrapreneurship fit and psychosocial factors that lead to different types of motivation.Design/methodology/approachThe data were collected from 199 employees of four Quebec small and medium-sized enterprises (SMEs) and analyzed by a configurational approach using the Qualitative Comparative Analysis (QCA) method.FindingsThe results indicate that for intrapreneurs to operate autonomously, it is crucial that they do not experience job anxiety. Intrapreneurial self-efficacy is required when intrapreneurship is voluntary (strong fit) but not when forced (poor fit). In forced intrapreneurship, organizational support is central to self-determination. Thus, regardless of self-efficacy, the model suggests autonomous motivation is possible in forced intrapreneurship if the employee has organizational support and lacks anxiety.Practical implicationsThese findings underscore the imperative for organizations to prioritize the psychological well-being of their employees, particularly when engaging them in intrapreneurial projects. Additionally, managers can foster autonomous motivation by encouraging favorable behaviors such as intrapreneurial behavior (IB) and providing essential support, particularly when these projects may not align with employees' ambitions and intentions.Originality/valueThis study offers a novel perspective on the role of person-job fit in the specific context of intrapreneurship, based on a new categorization of fit based on the disparity between employees' intrapreneurial intention and actual intrapreneurial behavior. It provides unique theoretical and practical insights into fostering autonomous motivation through the lens of person-intrapreneurship fit.