International Journal of Advanced Engineering Research and Science (IJAERS) [Vol-7, Issue-6, Jun- 2020] https://dx.doi.org/10.22161/ijaers.76.51 ISSN: 2349-6495(P) | 2456-1908(O) www.ijaers.com Page | 408 Intrapreneurship: A conceptual model and its dimensions Ana Caroline Lee, Danilo Martins do Nascimento, Júlio Francisco Blumetti Facó, Ricardo Gaspar Centro de Engenharia, Modelagem e Ciências Sociais Aplicadas, Universidade Federal do ABC, Santo André, São Paulo, Brazil Abstract— The present paper objective is to develop a conceptual model of intrapreneurship, or as it is also known, corporate entrepreneurship (CE). The intrapreneurship, through the encouragement of innovation in big companies, can represent both a competitive advantage and also the survival of a company nowadays. For being a current theme, intrapreneurship had its aspects explored more by the authors in recent years, however there are no conceptual standards designed and disseminated that can help to have a general view of the subject. Based on the assumption that intrapreneurship can be grounded on pillars of various themes, the main and more important dimensions found in the literature were gathered. These dimensions, such as innovation capacity, risk taking, resources, among others, are considered essential for corporate entrepreneurship. This paper proposes to discuss each one of the nine points raised and integrate them into one model. By the development of the subject, it was possible to obtain a well-grounded model with the key practice points of the intrapreneurship in large corporations. The nine dimensions were clustered in three core pillars (Structure, Management and Agents) in an intersection model, representing the interdependence between them. Keywords— Intrapreneurship; conceptual model; dimensions; innovation. I. INTRODUCTION “Intrapreneurship” is a shortened term for “intra- corporate entrepreneurship” [1]. It is a “growing topic for both management and entrepreneurship research” [2]. The intrapreneurship brings competitive advantage to companies through innovation and development encouragement. This advantage is extremely important in ever-changing fierce markets where success can be determined by being more efficient and faster than the competitors, adapting and making changes to meet customers’ desires. [3] The intrapreneurship is important to encourage the growth, profitability, rejuvenation and renewal, as well as ensuring survival in competitive markets. [4][5] The financial performance of the company can improve through intrapreneurship, because among its several positive characteristics, there are the new and sustainable thinking related to value creation, the search for a more efficient use of the resources and the adoption of a better motivational environment for the employees. [6] Kuratko and Hodgetts [7] relate the entrepreneur actions inside companies with the facilitation of ideation process and the barriers minimization usually imposed by rigid corporate structures. Mohanty [8] stated that companies that seek to break paradigms invest and nurture the intrapreneurship within their structure so they can actually execute their innovation process leading to innovation in products, services and process, and consequently to better results. In a more individual aspect, the intrapreneurship brings to the company innumerable opportunities, tracing new paths, initiating new ventures, challenging the status quo, and thus gaining new land. [9] Knowing all the important intrapreneurship dimensions facilitate innovative activities implementation in big companies through the possibility of effectiveness evaluation of the reference points. II. LITERATURE REVIEW The literature can bring a lot of best practices references and general characteristics that a company should have in order to practice innovative actions