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Middle Managers as Internal Corporate Entrepreneurs: An Unfolding Agenda

Author

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  • Eliezer Geisler

    (Department of Management, College of Business and Economics, University of Wisconsin at Whitewater, Whitewater, Wisconsin 53190)

Abstract

Recent trends in organizations and the findings of the entrepreneurship literature suggest that middle managers, including MS/OR practitioners, need to function as internal corporate entrepreneurs. To survive and to succeed in changing organizations, middle managers need to think and to act as intrapreneurs. I hypothesize that as the structure of organizations becomes more amorphous, middle managers who exhibit intrapreneurial behavior perform more successfully than those who exhibit traditional behavior. Implications for middle managers and MS/OR practitioners are (1) to be more creative and innovative; (2) to constantly improve and extend their range of skills, and (3) to link their effort to the strategic objectives of customers.

Suggested Citation

  • Eliezer Geisler, 1993. "Middle Managers as Internal Corporate Entrepreneurs: An Unfolding Agenda," Interfaces, INFORMS, vol. 23(6), pages 52-63, December.
    • Handle: RePEc:inm:orinte:v:23:y:1993:i:6:p:52-63
    DOI: 10.1287/inte.23.6.52
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    Cited by:

    1. Levent Altinay, 2005. "The intrapreneur role of the development directors in an international hotel group," The Service Industries Journal, Taylor & Francis Journals, vol. 25(3), pages 403-419, April.
    2. Michael Stull & John D. Aram, 2010. "Exploring Trust As An Influencing Mechanism Of Intrapreneurship," International Journal of Management and Marketing Research, The Institute for Business and Finance Research, vol. 3(3), pages 17-38.
    3. Scott, Susan V. & Walsham, Geoff, 1999. "Shifting boundaries and new technologies: A case study in the UK banking sector," LSE Research Online Documents on Economics 37870, London School of Economics and Political Science, LSE Library.

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