Author
Abstract
The integration of artificial intelligence produces a significant transformation in the workplace, which presents obstacles to the performance of intrapreneurs and the productivity of the organisation, in response to disruptive technological developments. The objective of this paper is to examine the correlation between intrapreneurship development and training initiatives and the end result for organisational performance and productivity. By employing a simplified random sampling method and a quantitative research design, this study examines the intricacies of interdepartmental relationships and emphasises the importance of development and training programmes in equipping intrapreneurs to meet the challenges of the fourth industrial revolution. The collected primary data, which was structured using a 5-point Likert scale, were analysed using Statistical Package for the Social Sciences version 26. An intelligent strategy for increasing performance and productivity in order to gain a competitive edge, the study demonstrates that fostering and improving intradepartmental relationships is effective. This finding also indicates that training and development programmes focused on the implementation of advanced technologies significantly enhance the performance of intrapreneurs and the productivity of organisations. In order to adapt to the changing employment environment of the twenty-first century, the results underscore the necessity for organisations to give precedence to technical proficiency while cultivating an environment that promotes inventive thinking, action learning, and progress. Key Words:Intrapreneurship, Performance and Productivity, Training and Development, Organisational culture, and Strategy
Suggested Citation
Olusegun Matthew Awotunde & Adewale Rafiu Aregbeshola, 2024.
"Navigating the future workplace: intrapreneurship training and development for enhanced performance and organizational productivity,"
International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 13(2), pages 127-136, March.
Handle:
RePEc:rbs:ijbrss:v:13:y:2024:i:2:p:127-136
DOI: 10.20525/ijrbs.v13i2.3016
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