Intrapreneurship strategy for internal markets — corporate, non‐profit and government institution cases

Abstract When an organization tries to realize better its central mission, it is often important to maintain both line and staff units' integration with the central mission while flexibly and innovatively responding to evolving and changing external markets and environments. However, internal flexibility/innovation and integration needs often conflict. Thus, how to resolve these conflicting needs becomes somewhat of a dilemma (Lorsch and Allen, 1973; Nielsen, 1981, 1983d).