In this paper, we investigate the relationship between corporate culture and innovative work behavior, more specifically how corporate culture affects the spawning of female and male intrapreneurs within organizations. Findings from a survey encompassing 4,011 employees in Swedish private companies provide empirical support for adopting a gender sensitive perspective on corporate culture. Our results reveal that a competitive corporate culture tends to foster the emergence of male rather than female intrapreneurs. However, in contexts where corporate culture includes intrapreneurial role models, both males and females are encouraged to step forward, with particularly notable effects on female intrapreneurs, thus facilitating a shift in existing gender schemas. The findings underscore how power dynamics embedded within corporate culture influence innovative work behavior, and emphasize the importance of conceiving culture as a multifaceted determinant of such behavior. We discuss the implications of our findings for the management of intrapreneurship, human resources, and gender equality.

Vi lever i en tid präglad av intensiva omställningar, där teknologiska språng, geopolitiska konflikter, klimatförändringar och snabbt skiftande marknadslogiker tillsammans formar en komplex och osäker spelplan för företag. I denna nya verklighet räcker det inte längre med att förvalta framgång – företagens långsiktiga konkurrenskraft och överlevnad beror alltmer på förmågan att kontinuerligt förnya sig.

Mot denna bakgrund framträder intraprenörskapet, det vill säga innovation och entreprenörsanda inom befintliga organisationer, som en avgörande strategi. Det är inte bara ett sätt att öka anpassningsförmågan och motståndskraften i tider av förändring, utan också en källa till stärkt medarbetarengagemang, ökat välmående och hållbart värdeskapande. I en värld där förändring är det enda konstanta, måste varje organisation odla förmågan att tänka nytt – inifrån.

This study introduces the concept of trajectory integration in recombinant search, where inventors recombine multiple inventions from a shared pre-existing trajectory. As inventions within a trajectory build upon their predecessors, we theorize that inventors can learn from these interconnections to develop more effective approaches to new problems. We argue that the benefits of trajectory integration depend on whether inventions in the trajectory belong to the focal domain (inner-domain trajectory integration) or lie outside it (outer-domain trajectory integration). Analyzing 19,266 nuclear energy patent families, we find that inner-domain trajectory integration is linked to higher impact within the focal domain but lower impact outside it. Conversely, outer-domain trajectory integration is associated with impact beyond the focal domain but shows no link to impact within it. We contribute to recombinant search literature by highlighting the relevance of considering the historical context of inventions and their trajectories to better understand their value.

Many businesses are finding it difficult to strengthen employees' intentions to engage in intrapreneurial new venturing. In this study, we investigate the organizational conditions that are conducive to the formation of such intentions, specifically employees' intentions to initiate the development of new products or services in their host corporation. The results from a survey of 3492 employees of Swedish companies, including small, medium-sized, and large firms, reveal that recognizing and rewarding personal achievements, maintaining a risk-taking organizational culture, and top management support are all associated with stronger employee intentions to engage in intrapreneurial new venturing. There is weaker support for the predicted positive effect of personal independence and the presence of intrapreneurial role models. Time availability appears to have an inverted ushaped relationship to employees' intentions to engage in intrapreneurial new venturing. Overall, the findings support the idea that organizations can be purposefully designed for strengthening intrapreneurial new venturing among their employees.

We generate new knowledge about financial crises and their consequences for MNC technological development, thereby addressing a largely uncharted issue at the crossroads of the organization, strategy and international business literatures. Drawing on threat-rigidity theory, we argue that financial crises have an overall negative effect on MNC technological exploration and that the strength of the effect differs across greenfield and acquired subsidiaries. Results from an empirical investigation of 21 MNCs over the 1890–2008 period suggest that the dampening effect of financial crises on technological exploration is confined to home-country units and greenfield subsidiaries, whereas it is found to be of less significance among acquired foreign subsidiaries. We suggest that such differentiation within the MNC is indicative of a previously unobserved advantage from multinationality, which allows it to smoothen the effects of financial crises on long-term technological development and corporate growth.