Classification of time spent in the intrapreneurial process

This paper aims to enrich the concept of time as used in management. We study how R&D engineers manage their time to pursue intrapreneurial activities that correspond to new business ideas which emerge outside assigned tasks. The availability of time has been underlined by scholars as a positive factor for intrapreneurship and as a key resource for projects. Yet, time as a resource is mostly viewed as quantitative. In contrast, we conduct an in-depth investigation of the qualitative nature of time used and/or needed by intrapreneurs. Our empirical study shows that various forms of time are called upon in the intrapreneurial process. Moreover, we find that the contribution of each form of time varies according to the three main components of the intrapreneurial process (identification, exploration, development of an innovative opportunity). This leads to a theoretical re-conception of time, complementing the traditional quantitative view with qualitative forms of time involved in the intrapreneurial process. From a practical standpoint, we suggest that empowerment and managerial benevolence toward intrapreneurs, who take time from their assigned tasks in the crucial phase of exploration, can help foster intrapreneurship.