The Intrapreneur Identity Illusion: Unraveling the Identity Work of Intrapreneurs in Internal Corporate Venturing
通过18个月追踪21位内部创业者，发现他们构建的“理想化创业者身份”与员工身份冲突，导致要么对抗组织、要么放弃创业抱负，揭示了内部创业者身份幻觉及其危害。
ABSTRACT Intrapreneurs—employees participating in internal corporate venturing (ICV) programs—are vital in nurturing entrepreneurship within organizations. While existing literature has extensively studied ICV at the organizational level, research on individual‐level processes remains limited, particularly regarding intrapreneurs' identity‐related conflicts over time. However, to design programs and interventions that unlock employees' creative potential and promote innovation, it is crucial to understand these individual dynamics. We conducted an 18‐month longitudinal study of 21 intrapreneurs within an ICV program, developing a process model and theory of intrapreneurs' identity work. We find that aspiring intrapreneurs construct an “idealized entrepreneur identity” that fundamentally conflicts with their employee identity. To maintain a coherent sense of self, they either safeguard their emerging entrepreneur identity by denying corporate dependence and eventually opposing the organization or they realign with their employee role, forsaking their intrapreneurial aspirations. These findings challenge the implicit assumption of a distinct intrapreneur identity, demonstrating how and why intrapreneurs struggle to construct a coherent and positively valued identity as intrapreneurs. We term this phenomenon the intrapreneur identity illusion and highlight its detrimental effects for both individuals and organizations. Our research contributes to understanding the individual‐level foundations of corporate entrepreneurship and offers broader implications for innovation management.