Intrapreneurship and Corporate Innovation scsrjournals@scholarconsult.com                                     19 | Page     Intrapreneurship and Corporate Innovation Armstrong Emmanuel Ogidi Department of Agribusiness, University of Agriculture, P.M.B. 2373, Makurdi, Nigeria Abstract: Companies do not tie their visions to the realities of the market place; non-innovative managers do not encourage several projects to proceed in parallel development. This study explored intrapreneurship venturing and its effect on corporate innovation among agribusiness enterprises in Nigeria. Workers have discretion to the extent that they are able to make decisions about performing their own work in the way they believe is most effective. Real and imagined boundaries prevent people from looking at problems outside their own jobs. Respondents like moderate risk; they are generally not afraid of being fired, but also sees little personal risk in implementing intrapreneurial ideas. Employees clamor for independence to be able to implement intrapreneurial ideas. The respondents are of the opinion that threats to the firm’s mission, through, rivalry initiate supervisors to get their hands dirty; know how to delegate but, when necessary, does what needs to be done. Agribusiness corporations should allow employees to make decisions about their work process and should avoid criticizing them for making mistakes when innovating. Agribusiness corporations should avoid having standard operating procedures for all major parts of jobs and should reduce dependence on narrow job descriptions and rigid performance standards. Key words: Agribusiness, boundaries, corporate innovation, entrepreneurship, intrapreneurship 1. Introduction Intrapreneurship (corporate entrepreneurship) has been of interest to scholars and practitioners due to its beneficial effect on firm performance and competitiveness. It is a concept that is fast gaining importance and is the panacea of the future for corporate organizations operating in a dynamic and competitive environment. The quest for competitive advantage and improved performance can no longer be found simply in lower costs, or higher quality, or better services but lies in adaptability, flexibility, speed, aggressiveness and innovativeness, all aspects of entrepreneurship. To survive and thrive in today’s dynamic business environment, there is overall desire to improve efficiency and productivity (Kuratko and Hodgets, 1998). Therefore identifying and fostering intrapreneurship within a firm is justified precisely because the intrapreneur will develop new products and ideas, which will ultimately improve the firm’s performance. The obstacles to corporate entrepreneuring usually reflect the ineffectiveness of traditional management techniques as applied to new-venture development. Some of these problems are: companies do not tie their visions to the realities of the market place, companies fail to keep the total organization flat and project teams small, non-innovative managers do not encourage several projects to proceed in parallel development, failure of learning and investigation of ideas SCSR Journal of Management and Marketing (SCSR-JMM) ISSN: 2384-535X. Volume 1, Issue 2 (June, 2014), pp 19 - 32 www.scholarconsult.com