Series editor(s): Professor Jerome Katz and Professor Andrew C. Corbett
Subject Area: Enterprise and Innovation
|Title:||A Process Model of Social Intrapreneurship within a For-Profit Company: First Community Bank|
|Author(s):||Donald B. Summers, Bruno Dyck|
|Volume:||13 Editor(s): G.T. Lumpkin, Jerome A. Katz ISBN: 978-1-78052-072-8 eISBN: 978-1-78052-073-5|
|Citation:||Donald B. Summers, Bruno Dyck (2011), A Process Model of Social Intrapreneurship within a For-Profit Company: First Community Bank, in G.T. Lumpkin, Jerome A. Katz (ed.) Social and Sustainable Entrepreneurship (Advances in Entrepreneurship, Firm Emergence and Growth, Volume 13), Emerald Group Publishing Limited, pp.139-174|
|DOI:||10.1108/S1074-7540(2011)0000013010 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Article type:||Chapter Item|
|Abstract:||This chapter develops a model and provides an exemplary case study of social intrapreneurship within a for-profit organization. The model has two components. The first looks at the antecedent conditions enabling social intrapreneurship, identifying three deinstitutionalizing mechanisms that ready a traditional for-profit organization to embrace a social enterprise: (1) changes in extra-organizational environment that disconnect sanctions and rewards; (2) disassociating existing institutional norms and practices from their mooring in a moral foundation; and (3) undermining core assumptions and beliefs. The second component of the model suggests that the social intrapreneurship process unfolds in four phases associated: (1) socialization (conception of social enterprise idea), (2) externalization (development), (3) integration (implementation), and (4) the internalization (institutionalization). We use the model as a lens to examine the history and development of the First Community Bank in Boston and end with a discussion of the implications of our research for theory and practice.|
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