A Facebook-based survey on intrapreneurship perceptions in Hong Kong

A Facebook-based survey on intrapreneurship perceptions in Hong Kong

Joseph Kim-keung Ho

Independent Trainer, Hong Kong, China

Abstract Given the substantial literature on intrapreneurship, including a number of academic publications on it by academics in Hong Kong, empirical works on intrapreneurship with the Hong Kong setting remain few. This paper conducted a literature review on intrapreneurship, which informed a Facebook-based questionnaire survey on intrapreneurship perceptions in Hong Kong. With such research efforts, the paper produced some updated findings on intrapreneurship in the context of Hong Kong. Overall, the survey findings, albeit with low external validity, revealed that intrapreneurship is not conceived as prevailing nor widely understood in Hong Kong. The study should be of use to academic researchers as well as teachers on this topic.

Key words: entrepreneurship, Facebook-based survey, intrapreneurship, literature review, multiple regression analysis.

Introduction

The term “intrapreneurship” was initially proposed by Gifford and Elizabeth Pinchot in 1978 (Baruah and Ward, 2015). By now, the topic of intrapreneurship has quite an accumulated academic literature. This is reflected by the number of conferences and education programmes on entrepeneurship, including the intrapreneurship topic, in different parts of the world; the topic appears to be of substantial interest to the business communities all over the world. Nevertheless, the topic is an evolving one with certain aspects still being researched on in the academic world. Also, academic literature on intrapreneurship in the Hong Kong context remains relatively little, based on the writer’s Internet and academic publishers’ website search. This paper attempts to make some contribution to the intrapreneurship study by examining the topic with special reference to the Hong Kong setting. The findings should offer some academic, pedagogical and practical values on the topic, and not just for readers in Hong Kong.

Basic ideas underlying intrapreneurship

Albeit a multifaceted concept (Fang, 2013) with several versions of definition, intrapreneurship (also called corporate entrepreneurship) can basically be conceived as “entrepreneurship within existing organizations” (Antoncic and Hisrich (2001) and Pinchot and Pellman (1999) as cited by Sinha and Srivastava (2013).).  It has also been viewed as an organizational renewal process comprising both (i) innovation and venturing and (ii) strategic renewal (Fang, 2013). It has been considered as conducive to company survival, growth, profitability and renewal (Zahra, 1995). Also, it is widely acknowledged that opportunity recognition is “a core activity in the entrepreneurial process” (Mathisen and Arnulf, 2013). With this recognition, entrepreneurship is “about the entrepreneur that recognizes economic opportunities and takes action to exploit them into a market” (Landström, 2008). In this vein, an entrepreneur is a person “who exercises initiative by organizing a venture to take benefit of an opportunity and, as the decision maker, decides what, how, and how much of a good or service will be produced” (Businessdictionary.com, 2016);  drawing on the equivalent notion of internal entrepreneurs from Wunderer (2001), intrapreneurs are organization employees “who innovate, identify and create business opportunities, assemble and coordinate new combinations or arrangements of resources so as to yield or enhance value”. They are different from entrepreneurs in that (i) they “make risky decisions using the company’s resources while entrepreneurs make risky decisions using their own resources”, (ii) “intrapreneurship takes place among employees from within their organizations, whereas entrepreneurship tends to mainly be externally focused”, and (iii) “entrepreneurs prefer to develop tacit knowledge in new organizations instead of using procedures or mechanisms from other companies” (Molina and Callahan, 2009).

The literature of entrepreneurship, including the subtopic of intrapreneurship, is widely scattered in the management literature. There are also academic journals dedicated to entrepreneurship study, e.g., Journal of Entrepreneurship (Sage), Journal of International Entrepreneurship (Springer) and International Journal of Entrepreneurship and Management (Springer). Several major research themes and associated ideas on intrapreneurship are provided below for illustration:

A.    Appropriate corporate practices on intrapreneurship:

A1.Reward intrapreneurial behaviour, including willingness to take risk (Wunderer, 2001);

A2. Practice value-driven management with “outstanding and innovative products and services” focus (Wunderer, 2001);

A3: Allowance for more freedom and responsibility to run self-management teams, thus boosting their entrepreneurial spirit (Nandram, 2015: chapter 6);

A3: Adoption of supplementary organisational structures, e.g., “networks, loosely coupled organisatins, and project organisations” that fosters intrapreneurship (Christensen, 2005);

A4: There are (i) restraining, e.g., “punishing risk-taking”, “unhealthy politics”, “lack of real management support”, and (ii) facilitating levers, e.g., “developing processes for idea generation and advancement”, defining clearly organizational needs, vision, and direction”, and “inculcating a culture of empowerment, risk-taking, and action”, on intrapreneurship (Mohanty, 2006).

A5: An intrapreneur-led model of innovation can be employed for effective innovation development in corporations (Gapp and Fisher, 2007);

B.    Investigate intrapreneurial intentions and characteristics:

B1: In contrast to entrepreneurs, intrapreneurs hold less positive attitude to majority ownership, less positive tolerance for risk while both entrepreneurs and intrapreneurs possess positive attitude to income and independence (Douglas and Fitzsimmons, 2013);

B2: Intrapreneurs value vision, creativity, autonomy, and flexibility (Meng, and Roberts, 1996);

B3: Individuals’ intrapreneurial experience affects corporate venturing performance (Guerrero and Legazkue, 2013);

C.    External environmental factors that influence intrapreneurship:

C1: Education, e.g., education level and entrepreneurial courses, has positive effect on intrapreneurship (Turro, Alvarez and Urbano, 2016);

C2: Dynamic environment (Sinha and Srivastava, 2013), competitive globalized environment with revolutionary technological changes (Baruah and Ward, 2015) and a post-industrial economy (Wunderer, 2001) exert pressure corporations to adopt more intrapreneurship as a innovation-driven response strategy.

C3: National culture has impact on companies’ entrepreneurial orientation (Fayolle, Basso and Bouchard, 2010).

The research themes and associated ideas are illustrative; they should not be considered as comprehensive findings from the literature review made by the writer. The next section focuses on intrapreneurship adoption status in Hong Kong.

Learning intrapreneurship adoption status in Hong Kong via Internet search

Via Internet search, the writer made some observations on intrapreneurship adoption status in Hong Kong. They are as follows:

Observation 1 about intrapreneurship education and workshops in Hong Kong: There are formal education programs on intrapreneurship in Hong Kong; they are: (i) “Principles of Entrepeneurship” taught by the Faculty of Business and Economics, the University of Hong Kong, (ii) “Principles of Entrepreneurship” taught by the Department of Management, City University of Hong Kong, (iii) Executive Certificate course on Business Innovation and Intrapreneurship, taught by the Hong Kong Management Association, (iv) seminars on “women in Entrepreneurship and Intrapreneurship”, run by Hong Kong General Chamber of Commerce, and (v) an Asian Entrepreneurshop Roundtable, run by Hong Kong University of Science and Technology on March 1, 2011. In short, training and education programmes on entrepreneurship, including the intrapreneurship topic, are often covered in management education in Hong Kong.

Observation 2 about academic publications on intrapreneurship in Hong Kong: Some academic works produced by the academics in Hong Kong are: (i) Lau et al. (2012) on a simulated incident method to assess corporate entrepreneurship, (ii) Liu and Dubinsky (2000) examines intrapreneurship in universities, (iii) Jogaratnam and Tse (2006) studied entrepreneurial orientation organization structure-performance link in Asian hotel industry, and (iv) Chau and Siu (2000) is a theoretical study on ethical decision-making in corporate entrepreneurial organizations. Some of the academic papers produced by Hong Kong scholars did report on empirical findings on intrapreneurship in the Hong Kong settings, but they remain small in number.

This paper now presents a Facebook-based survey finding on intrapreneurship perceptions in Hong Kong in the next section.

Perceptions on intrapreneurship in Hong Kong via a Facebook-based survey

Drawing on some of the ideas from the Intrapreneurship literature, the writer formulated a set of questions on the respondents’ profiles and their perceptions on intrapreneurship. As the targeted respondents are the writer’s Facebook friends, most of whom being the writer’s present or previous tertiary education students in Hong Kong, the Facebook-based questionnaire survey is essentially a survey on perceptions in the Hong Kong setting. There are altogether 19 survey questions in the questionnaire survey. The online survey tool used is from kwiksurveys.com.  An evaluation of the Facebook-based survey method was reported in Ho (2014), thus not repeated in this paper. The survey was conducted from May 29 to May 31, 2016.  Eighty six respondents have participated in the survey. The survey findings are presented below, some of which relied on application of Excel’s data filtering and regression function on the survey dataset. The basic survey statistics are provided in appendix 1 and the coding scheme for multiple regression analysis (Lind et al., 2001) is shown in appendix 2.

Finding 1 (re: survey questions 8, 13, 14, 18 and 19): This finding, in the form of Table 1, mainly depicts the respondents’ personal interest and familiarity on intrapreneurship.

Table 1[1]

	Strongly and mildly feel this way
Familiar with the intrapreneurship topic (re: question 8)	34 (39%)
Behave entrepreneurally in your organization (re: question 13)	38 (45%)
Feel the need to improve intrapreneurial skills so as to improve job performance (re: question 14)	62 (74%)
Feel that the formal education enables you to perform entrepreneurially in your organization (re: question 18)	37 (43%)
Interested in learning more on the topic of intrapreneurship (re: question 19)	61 (71%)

With reference to Table 1, less than 40% of the respondents are familiar with the intrapreneurship topic. Less than half of them, at 43%, feel that the formal education enables them to perform entrepreneurially while more than 60% of them express the need and interest to learn intrapreneurial skills. Overall, the statistics point to the need for extra intrapreneurship training and education in Hong Kong.

Finding 2 (re: survey questions 9, 10 and 11): This finding (re: Table 2) examines perceptions on the organizational intrapreneurship supportiveness.

Table 2

	Existing organization’s policy is intrapreneurship-supportive (re: question 9) (total 86)	Existing organization’s culture is intrapreneurship-supportive (re: question 10) (total 86)	Existing organization’s top management is intrapreneurship-supportive (re: question 11) (total 86)
Strongly feel this way	3 (3%)	5 (6%)	7 (8%)
Mildly feel this way	27 (31%)	24 (28%)	24 (28%)
Do not feel this way	42 (49%)	44 (51%)	45 (52%)
No comments/ not applicable	8 (9%)	11 (13%)	8 (9%)
Don’t know	6 (7%)	2 (2%)	2 (2%)

The figures from Table 2 indicate that perceived organizational intrapreneurship supportiveness is relatively low, as less than 40% of them feel such supportiveness on the three organizational aspects covered, i.e., on organizational policy, culture and top management support. With the intrapreneurship literature forcefully saying that intrapreneurship is vital for organizational performance, the low level of perceived organizational support as unveiled in this finding is unsatisfactory. It points to the need for more effort to promote intrapreneurship in Hong Kong.

Finding 3 (re: survey questions 1, 8, 13, 14, 15 and 17): This finding examines whether gender has influence on intrapreneurship perceptions.

Table 3

	Male (total 33)	Female (total 53)
Strongly or mildly familiar with the intrapreneurship topic (re: question 8)	15 (45%)	19 (36%)
Strongly and mildly feel that your behaviours in organizations are quite entrepreneurial (re: question 13)	15 (45%)	23 (43%)
Strongly or mildly feel the need to improve your intrapreneurial skills now (re: question 14)	23 (70%)	39 (74%)
Strongly or mildly feel that more intrapreneurial behaviours lead to higher risk of losing job (re: question 15)	18 (55%)	18 (34%)
Strongly or mildly interested in launching own business venture now or in the future (re: question 17)	16 (48%)	26 (49%)

The differences of survey figures between male and female are not significant, being less than 10% for all the survey questions, except question 15 (intrapreneurial behaviours perceived as job-loss risky). On question 15 (with gender difference at 21%, i.e., 55%-34%), male is more worried than female that intrapreneurial behaviours could lead to job loss. This writer suggests that further research should be conducted to explore this phenomenon.

Finding 4 (re: survey questions 5, 12, 13 and 14): This finding shows whether enterprise type has influence on intrapreneurship perceptions.

Table 4

	Commercial enterprise (total 71)	Non-commercial enterprise (total 10)
Strongly or mildly feel that your organizations need to be more entrepreneurial (re: question 12)	50 (70%)	5 (50%)
Strongly or mildly feel that your behaviours in your organizations are quite entrepreneurial (re: question 13)	33 (46%)	3 (30%)
Strongly or mildly feel that you need to improve your intrapreneurial skills now (re: question 14)	53 (75%)	6 (60%)

Regarding Table 4, the figures suggest that respondents working with commercial enterprises feel more organizational need to be intrapreneurial and personal tendency to behave intrapreneurially as well as to improve intrapreneurial skills than those with non-commercial enterprises. The differences in perception between the two categories range from 15% to 20% in Table 4’s survey statistics.

Finding 5 (re: survey questions 7, 8, 13, 14 and 15): This finding examines whether job position has influences on intrapreneurship perceptions.

Table 5

	Top management (total 3)	Middle management (total 41)	Junior staff (total 30)
Strongly or mildly familiar with the intrapreneurship topic (re: question 8)	3 (100%)	22 (54%)	5 (17%)
Strongly and mildly feel that your behaviours in organizations are quite entrepreneurial (re: question 13)	1 (33%)	22 (54%)	12 (40%)
Strongly or mildly feel the need to improve your intrapreneurial skills now (re: question 14)	2 (67%)	35 (85%)	20 (67%)
Strongly or mildly feel that more intrapreneurial behaviours lead to higher risk of losing job (re: question 15)	1 (33%)	18 (44%)	13 (43%)

Regarding Table 5, respondents holding middle management positions have a higher tendency (i.e., 10% more) to feel (i) that their behaviors are intrapreneurial as well as (ii) the need to improve intrapreneurial skills than others in different job positions. Those occupying the top job position tend to be (i) more familiar with the intrapreneurship topic as well as (ii) less worried that their intraprenurial behaviours expose them to more job-loss risk than others in different job positions.

Finding 6 (re: survey questions 1, 2, 3, 5, 6, 8, 9, 10, 11, 13, 15, 16 and 17): This finding is based on multiple regression analysis conducted on a number of variables. The dependent variable (variable y) is “behave entrepreneurially in your organization”. There are 12 independent variables, based on 12 survey question data. The formula, Formula 1, is as follows:

Formula 1

Behave entrepreneurially in your organization (y) = a + b1 x (x1: gender) + b2 x (x2: age group) + b3 x (x3: education background) + b4 x (x4: interested in launching own business venture as own boss) + b5 x (x5 enterprise type) +  b6 x (x6:familiarity with the intrapreneurship topic) + b7 x (x7:often work with entrepreneurial teams) + b8 x (x8: no. of years with the employing organization) + b9 x (x9: supportive organizational policy) + b10 x (x10: supportive organizational culture) + b11 x (x11: supportive top management) + b12 x (x12: feeling that intrapreneurial behaviour risks losing your job)

The variables involved in the formula are explained as follows:

Variable y (behave entrepreneurially in your organization) is based on survey question 13.

Variable x1 (gender) is based on survey question 1.

Variable x2 (age group) is based on survey question 2.

Variable x3 (education background) is based on survey question 3.

Variable x4 (interested in launching own business venture as own boss) is based on survey question 17.

Variable x5 (enterprise type) is based on survey question 5.

Variable x6 (familiarity with the intrapreneurship topic) is based on survey question 8.

Variable x7 (often work with entrepreneurial teams) is based on survey question 16.

Variable x8 (no. of years with the employing organization) is based on survey question 6.

Variable x9 (supportive organizational policy) is based on survey question 9.

Variable x10 (supportive organizational culture) is based on survey question 10.

Variable x11 (supportive top management) is based on survey question 11.

Variable 12 (feeling that intrapreneurial behaviour risks losing your job) is based on survey question 15.

With the usage of a coding scheme (re: appendix 2) and based on the regression analysis report of Excel (re: appendix 3), the resultant formula 1 is produced as follows:

Behave entrepreneurially in your organization (y) = 1.3328 – 0.0238 x (x1: gender) – 0.0176 x (x2: age group) + 0.2407 x (x3: education background) + 0.1472 x (x4: interested in launching own business venture as own boss) – 0.0125 x (x5 enterprise type) +  0.1721 x (x6:familiarity with the intrapreneurship topic) + 0.2729 x (x7:often work with entrepreneurial teams) + 0.0051 x (x8: no. of years with the employing organization) + 0.0630 x (x9: supportive organizational policy) – 0.0712 x (x10: supportive organizational culture) + 0.0138 x (x11: supportive top management) – 0.2872 x (x12: feeling that intrapreneurial behaviour risks losing your job)

Interpretation of the resultant formula: All the b values derived from the multiple regression analysis are quite low, ranging from 0.0051 to 0.2729). This indicates that the influences of all the 12 independent variables have insignificant influences on the y variable. At the same time, the p-values of all the independent variables are more than 5% (the critical value for hypothesis testing), indicating that the null hypotheses of the b values of all the independent variables being zero cannot be rejected (re: appendix 3). Conceptually, correlation coefficient values cannot be considered as measures of cause-effect relationship. Therefore, the b values found via the multiple regression analysis could only be treated as suggestive weak signals of the x variables’ influences on the y variable of “behave entrepreneurially in your organization” at best.

As a whole, the basic statistics (re: appendix 1) and the six findings above merely portrays a sketchy picture of intrapreneurship perceptions in Hong Kong. It indicates, albeit with low external validity given the small survey sample size and its non-random nature), that intrapreneurship is still not widely adopted in Hong Kong nor well understood in Hong Kong. In addition, its practical significance as elaborated on in the academic literature is still not widely acknowledged by the respondents. Readers are referred to Ho (2014) for more ideas on the limitations of the Facebook-based survey method.

Concluding remarks

The academic literature portrays a general view in which intrapreneurship holds significant practical value to the world of management practices. Nonetheless, the Facebook-based survey carried out by this writer unravels a mildly different picture in the Hong Kong context. In this picture, intrapreneurship is not widely practiced and its practical value is not yet extensively appreciated. As such, the barriers of its adoption in Hong Kong need to be further studied with additional empirical research. Such research is worth doing, given the tremendous practical value of intrapreneurship being cogently explained in the intrapreneurship academic literature. Regardless, the findings in this paper should be of some academic value to the academic community and pedagogical value to teachers on this topic.

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Appendix:

Appendix 1: The Facebook-based survey questions (20 questions) and responses statistics, from May 29 to May 31, 2016.

Survey questions	Survey statistics
Question 1: What is your gender?	Male:  33 (38%) Female: 53 (62%) Standard Deviation: 10 Responses: 86
Question 2: What is your age?	18 to 27: 10 (12%) 28 to 37: 39 (45%) 38 to 47: 25 (29%) 48 to 57: 12 (14%) 58 to 67: 0 (0%) 68 or above: 0 (0%) Standard Deviation: 13.89 Responses: 86
Question 3: What is your education background?	Not yet a degree-holder: 22 (26%) Finished University Undergraduate Degree study: 54 (63%) Finished Master Degree study: 10 (12%) Finished Ph.D. Degree study (or equivalent): 0  (0%) Standard Deviation: 20.32 Responses: 86
Question 4: What is your job status?	I have full-time job: 77 (90%) I solely work part-time: 5 (6%) I am not working in any industry: 3 (3%) Not applicable/ no idea: 1 (1%) Standard Deviation: 32.07 Responses: 86
Question 5: Is your employing organization a commercial enterprise?	Yes, it is: 71 (83%) No, it is not: 10 (12%) Not applicable/ no idea: 5 (6%) Standard Deviation: 30 Responses: 86
Question 6: How long have you been working in your present organization?	Less than 3 years:  48 (56%) More than 3 years up to 6 years: 15 (17%) More than 6 years up to 9 years: 7 (8%) More than 9 years up to 12 years: 4 (5%) More than 12 years: 12 (14%) Standard Deviation: 15.87 Responses: 86
Question 7: What is your job position in your organization?	Top management: 3 (3%) Middle management: 41 (48%) Junior staff: 30 (35%) No comments/ not applicable: 12 (14%) Standard Deviation: 14.87 Responses: 86
Question 8: Do you feel that you are familiar with the topic of intrapreneurship (i.e., entrepreneurship within existing organizations as employees)?	Yes, I strongly feel this way: 7 (8%) Yes, I mildly feel this way: 27 (31%) No, I do not feel this way: 42 (49%) No comments/ not applicable: 10 (12%) Standard Deviation: 14.08 Responses: 86
Question 9: Do you feel that your organization's existing policy, e.g. human resource policy, is supportive of intrapreneurship (employees behave entrepreneurially)?	Yes, I strongly feel this way: 3 (3%) Yes, I mildly feel this way: 27 (31%) No, I do not feel this way: 42 (49%) No comments/ not applicable: 8 (9%) I don’t know: 6 (7%) Standard Deviation: 14.99 Responses: 86
Question 10: Do you feel that your organization's existing culture is supportive of intrapreneurship (employees behave entrepreneurially)?	Yes, I strongly feel this way: 5 (6%) Yes, I mildly feel this way: 24 (28%) No, I do not feel this way: 44 (51%) No comments/ not applicable: 11 (13%) I don’t know: 2 (2%) Standard Deviation: 15.38 Responses: 86
Question 11: Do you feel that your organization's top management is supportive of intrapreneurship (employees behave entrepreneurially)?	Yes, I strongly feel this way: 7 (8%) Yes, I mildly feel this way: 24 (28%) No, I do not feel this way: 45 (52%) No comments/ not applicable: 8 (9%) I don’t know: 2 (2%) Standard Deviation: 15.74 Responses: 86
Question 12: Do you feel that your organization needs to be more entrepreneurial in orientation in order to improve its long-term performance?	Yes, I strongly feel this way: 18 (21%) Yes, I mildly feel this way: 38 (45%) No, I do not feel this way: 12 (14%) No comments/ not applicable: 10 (12%) I don’t know: 7 (8%) Standard Deviation: 11.1 Responses: 85
Question 13: Do you feel that your behaviors in your organization, as an employee, are quite entrepreneurial?	Yes, I strongly feel this way: 4 (5%) Yes, I mildly feel this way: 34 (40%) No, I do not feel this way: 35 (41%) No comments/ not applicable: 7 (8%) I don’t know: 5 (6%) Standard Deviation: 14.32 Responses: 85
Question 14: Do you feel that you need to improve your intrapreneurial skills now so as to improve your job performance?	Yes, I strongly feel this way: 12 (14%) Yes, I mildly feel this way: 50 (60%) No, I do not feel this way: 9 (11%) No comments/ not applicable: 9 (11%) I don’t know: 4 (5%) Standard Deviation: 16.8 Responses: 84
Question 15: Do you feel that, if you behave more intrapreneurially, you are exposed to higher risk of losing your job?	Yes, I strongly feel this way: 6 (7%) Yes, I mildly feel this way: 30 (35%) No, I do not feel this way: 30 (35%) No comments/ not applicable: 11 (13%) I don’t know: 9 (10%) Standard Deviation: 10.57 Responses: 86
Question 16: Do you often work in teams in your organization that can be described as entrepreneurial?	Yes, I strongly feel this way: 6 (7%) Yes, I mildly feel this way: 21 (24%) No, I do not feel this way: 46 (53%) No comments/ not applicable: 10 (12%) I don’t know: 3 (3%) Standard Deviation: 15.64 Responses: 86
Question 17: Do you feel that you are interested in launching your own business venture (entrepreneurship) and be your own boss, now or in the future?	Yes, I strongly feel this way: 15 (17%) Yes, I mildly feel this way: 27 (31%) No, I do not feel this way: 34 (40%) No comments/ not applicable: 7 (8%) I don’t know: 3 (3%) Standard Deviation: 11.74 Responses: 86
Question 18: Do you feel that the formal education that you have received enables you to perform entrepreneurially in your organizations?	Yes, I strongly feel this way: 7 (8%) Yes, I mildly feel this way: 30 (35%) No, I do not feel this way: 36 (42%) No comments/ not applicable: 11 (13%) I don’t know: 1 (1%) Standard Deviation: 13.58 Responses: 85
Question 19: Are you interested in learning more on the topic of intrapreneurship?	Yes, I strongly feel this way: 17 (20%) Yes, I mildly feel this way: 44 (51%) No, I do not feel this way: 12 (14%) No comments/ not applicable: 8 (9%) I don’t know: 5 (6%) Standard Deviation: 13.99 Responses: 86

Appendix 2: The coding scheme for multiple regression analysis on the survey dataset.

I.               Gender

Female:           1

Male:               2

II.            Age group

18 to 27:                      22.5

28 to 37:                      32.5

38 to 47:                      42.5

48 to 57:                      52.5

58 to 67:                      62.5

68 or above:                72.5

III.          Education background

Not yet a degree-holder:                                             1

Finished University Undergraduate Degree study:    2

Finished Master Degree study:                                   3

Finished Ph.D. Degree study (or equivalent):                        4

IV.           Job status

Not working at all:                            1

Work part-time:                                  2

Work full-time:                                  3

V.             Years of working experience

Less than 3 years:                               1.5

More than 3 years up to 6 years:        4.5

More than 6 years up to 9 years:        7.5

More than 9 years up to 12 years:      10.5

More than 12 years:                            13.5

VI.           Employing organization type

Commercial (yes):                              0

Non-commercial (no):                                    1

VII.         Job position

Top management:                               3

Middle management:                         2

Junior staff:                                         1

VIII.       Intensity of feeling

No, I do not feel this way:                  1

Yes, I mildly feel this way:                2

Yes, I strongly feel this way:              3

Appendix 3: Multiple regression report from Excel on Formula 1 (with y variable being “behave entrepreneurially in your organization”.

SUMMARY OUTPUT
Regression Statistics
Multiple R	0.722201805
R Square	0.521575447
Adjusted R Square	0.282363171
Standard Error	0.503209899
Observations	37
ANOVA
	df	SS	MS	F
Regression	12	6.625417841	0.552118	2.180387457
Residual	24	6.077284862	0.25322
Total	36	12.7027027
	Coefficients	Standard Error	t Stat	P-value
Intercept	1.332763218	0.736303657	1.810073	0.082824882
Gender	-0.023774548	0.185640113	-0.12807	0.8991623
Age	-0.017555129	0.015501869	-1.13245	0.268632002
Education background	0.240734452	0.163229533	1.474822	0.153259023
Interested in launching own business venture	0.147183911	0.144349079	1.019639	0.318068852
Enterprise type	-0.012544921	0.380317857	-0.03299	0.97395906
familiarity with intrapreneurship	0.172102032	0.14996232	1.147635	0.262430891
Work in entrepreneurial organizational teams	0.272858025	0.181165366	1.506127	0.145084276
Length of work with present employer	0.005122474	0.006464751	0.79237	0.435907857
Organization's existing policy is supportive	0.063030379	0.342852799	0.183841	0.85568268
Organization's existing culture is supportive	-0.071160982	0.20743622	-0.34305	0.73454761
Organization's top management is supportive	0.013827594	0.22275818	0.062074	0.951017607
Intrapreneurial behaviour is considered job-loss risky	-0.287188706	0.150374682	-1.90982	0.068178938

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[1] In Table 1, as also in the other tables in this paper, the figures in the cell are number of respondents while the figures in brackets are % of the total for the respective survey questions.