Talent development through intrapreneurship in Russian and Swedish organisations

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МОСКОВСКИЙ ГОСУДАРСТВЕННЫЙ УНИВЕРСИТЕТ

им. М.В. Ломоносова

ЭКОНОМИЧЕСКИЙ ФАКУЛЬТЕТ

Направление

менеджмент

Магистерская программа «Международный бизнес и развитие»

Тема:

«

Интрапренёрство

как способ развития талантов в организациях

Швеции и России

».

Магистерская диссертация студента

Макарова Ивана Ивановича

Научный руководитель

к.э.н., старший преподаватель кафедры

экономики инноваций

Хомич Михаил Викторович

Москва

2015

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Talent development through

intrapreneurship in Russian and

Swedish organisations

Master’s thesis within Business Administration Author: Ivan Makarov

Tutor: Markus Plate

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Acknowledgements

The author would like to extend sincere thanks to the tutors of the thesis, Dr. Markus Plate, Jönköping International Business School, Mikhail Khomich, Lomonosov Moscow State University, and all of the participating company representatives.

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Master’s Thesis in Business Administration

Title Talent development through intrapreneurship in Russian and Swedish organisations

Author: Ivan Makarov

Tutor: Dr. Markus Plate

Jönköping April 2015

Subject terms: intrapreneurship; corporate entrepreneurship; intrapreneurship development; intrapreneur; intrapreneurial potential; intrapreneurial characteristics; intrapreneurial talent; intrapreneurial skills; Russian enterprises, Swedish enterprises

Abstract

Background

Intrapreneurship was never called a “growth strategy” directly. Probably, in the past it was rather an opportunity than a strategy, but nowadays it is a “reality”. A company’s performance is one of the most important consequences of intrapreneurship that is reflected it in terms of growth and profitability. Even more, intrapreneurship contributes to a company’s performance through creation or introduction of innovations, through changes and competition. But how does this inner growth strategy affect employees? Can we use it in order to develop people?

Purpose

The purpose of the study is to determine and analyze certain intrapreneureal skills that are positively affected by the process of intrapreneurship. Striving toward this purpose is caused by the current situation in modern business in Russia. Thus, Russian companies can compete on the world market, there is still a huge gap in understanding of modern managerial and entrepreneurial strategies that are popular in Europe and the US. This is related not only to the lack of Russian studies in business and management, but also with a problem of cultural adaptation of those strategies.

Method

A qualitative approach was used in this paper. The empirical findings were conducted by a questionnaire and in-depth personal interviews with respondents who are connected to intrapreneurship in Russia and Sweden.

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Conclusion

In conclusion the term intrapreneurial talent is determined; composes part of the intrapreneurial talent are analysed. The skills that are affected by intrapreneurship were found in the analyses of gathered during interviews data. The reason for talent development through intrapreneurship is determined by the possibilities that gives intrapreneurial process.

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“The most sought-after professional for the 21st century economy will be a breed of corporate entrepreneurs, or intrapreneurs, whose education and experience are both broad and deep and who have the skills for identifying and exploiting opportunities, fostering team-based innovation, creativity, and managing change.”

“The Age of Entrepreneurial Tolerance” — Joseph L. Rotman

1 Introduction.

Every modern business today understands the importance of human resources. We are getting used to seeing how big corporations search for talented people in universities and business schools. We see that online HR is getting common in most countries. We also see how companies are interested in developing their employees. This is a very rational way to improve overall effectiveness of the companies’ departments.

There are multiple ways of developing people - from basic coaching to professional business schools. In addition, the very essence of any business is infinite development. In the past, “stability” was the basis of success. Today it is “moving forward”.

Any business growth achieved by a company, any goal achieved by a management team, any progress made by company employees – is an achievement worthy of respect. Knowledge and experience that people get from business changes is sometimes more valuable than the change itself, whether it resulted in from failure or success. Unfortunately, not every one considers this kind of development when introducing changes. CEOs are often more concerned about financial growth rather than employee development, especially in a context of Russian business.

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1.1 Background.

Organisational growth could be seen in a variety of forms, that require different sources of financial support and human resources. Growth “is the very essence of entrepreneurship” (Sexton, 1997), it could be internal or external. A company’s inner growth could be achieved by creating a new product or service or by development of the existing one, shortcut of cost and so on. Such growth strategies usually involve changes within the organisation itself, with the main goal of increasing sales revenue and profitability. The main characteristic of internal growth strategies is that a business relies on its own competencies, expertise and employees. Today more companies realise that “short-term growth” is not the only purpose. More importantly, entrepreneurs understood the value of employees - and the perspectives of human resources.

“Internally generated growth is often called organic growth because it does not rely on outside intervention” (Barringer, 2010). The “employees” characteristic is very important in a modern business. By investing in employees a company builds a reliable base for further changes. Such strategy to achieve growth is less risky in comparison to external growth, but usually requires more time to develop. On the other hand, it allows a company to maintain control over the business itself (the ownership) and to improve the quality of products and services. “It preserves organisational culture, encourages internal entrepreneurship and allows firms to promote from within (Barringer, 2010). One of the popular inner growth strategies today is corporate entrepreneurship or “intrapreneurship”.

In the competitive environment of the market economy, business need a theoretical and methodological study of the problem of selecting the most appropriate ways and methods of business development, taking into account the specific environmental conditions and existing reality. One of the possible ways to achieve company growth is intrapreneurship, which is a proactive, innovative work of talented intrapreneur (where "talent - is inherent from birth certain abilities that are disclosed to the acquisition of skills and experience” (Colvin, 2010)) for the production and sale of goods and services based on the integration of business opportunities and innovations. Pinchot introduced the term “intrapreneurship” in 1978 and made a first concept of intrapreneurship in 1985. In the paper, named “intra-corporate entrepreneurship”, he describes the model of growth based on entrepreneurial thinking within the company, so the company could adapt to market, society and economical changes and grow (Pinchot, 1985).

Intrapreneurship was never called as a “growth strategy” directly. Probably, in the past it was rather an opportunity than strategy, but nowadays it is a “reality”. A company’s performance is one of the most important consequences of intrapreneurship (Antoncic and Hisrich, 2001), that is reflected it in terms of growth and profitability (Covin and Slevin, 1991). Even more, intrapreneurship contributes to a

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company’s performance through creation or introduction of innovations, through changes and competition. But how does this inner growth strategy affect employees? Can we use it in order to develop people?

As a relatively young field of research, intrapreneurship is an attractive field as well as the state of scientific knowledge, due to the found gaps in existent studies and the synthetic nature of the phenomenon that leads to the coexistence of a large number of approaches to its definition and studies.

1.2 Problem.

The importance of employee development as well as Resource-based theory spread all over the modern business world, however few organisations follow this trend. Moreover, despite relatively deep research on intrapreneurship, many parts of the theory require better understanding. These areas include the aspect of employee “talent” development of which is necessary for efficiency of the intrapreneurial process.

Most of the case studies in the 20th century are focused on proof of a single goal - Intrapreneurship is a cost-effective strategy of business growth. This problem is not as acute as in today's business growth within this strategy, companies state it as a criteria of market competitive advantage. The fact how the theory of intrapreneurship is used depends largely on the business culture of the country in which it is applied. What unites them all is the fact of the presence of a person – the intrapreneur. The works written in the last 15 years mostly concentrate on this subject – the influence of intrapreneurship on various indices of company performance and positive connection between talent and intrapreneurship. DePaul argues that capitalizing on entrepreneurial talent with an intrapreneurial program is quickly replacing the traditional R&D unit and coming to serve as the most apt approach to generating profits during this recession (DePaul, 2008). Barathi and Balaji suggest that talent is a key resource for organisational success and a key source of competitive advantage and that intrapreneurship is a key strategy to motivate and retain talent. They state that engagement of talent by creating the right connect between talent and opportunities is the key to success and intrapreneurship is the best way of doing it (Barathi, Balaji, 2011). A recent case study of UQBATE, a program to support employees with ideas for new businesses within a corporation, by Deloitte found the program to produce innovative ideas that generate actual revenue, find and train entrepreneurial talent, and highlights that intrapreneurship pays off many times over in terms of company growth, culture and talent (Kolev, Goldstein, Grossman, 2015). However, the influence of the process on people who perform intrapreneurship - intrapreneurs, remains largely unexplored. Assuming that such influence on a person is positive, this

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strategy could be both effective in terms of organisational growth and development of human resources. Confirmation of this issue can lead for further popularisation of such a growth strategy as intrapreneurship.

Nevertheless, we don't know how this significant change in employee work experience influences their performance. As a consequence, this entails bad experience from the establishment of intrapreneurship in the organisation and further abandonment of this growth strategy in some specific cases.

1.3 Purpose.

Intrapreneurship has become one of the realities of the modern business environment that enables the creation of innovative products and processes for organisations. Intrapreneurial practices are spreading among companies in response to the modern competitive and rapidly changing global market. Nowadays companies could and should develop this way. Since intrapreneurship requires undertaking by a talented intrapreneur and companies face lesser risks when involving this person internally, corporations should direct effort into achieving an intrapreneurial environment in the context of the organisation via employee development. Creating an intrapreneur-friendly environment within an organisation boosts initiative among employees, but it remains unclear how the process of intrapreneurship affects employees’ skills, most importantly their talents. The purpose of the study is to determine and analyse certain skills of an intrapreneur that are positively affected by the process of intrapreneurship.

Striving toward this purpose is caused by the current situation in modern business in Russia. Thus, Russian companies can compete on the world market, there is still a huge gap in understanding of modern managerial and entrepreneurial strategies that are popular in Europe and US. This is related not only to the lack of Russian studies in business and management, but also to a problem of cultural adaptation of those strategies.

The word “intrapreneurship” itself is rather new for Russian people and rarely used even in Russian departments of world corporations. Even so, there are plenty of successfully implemented examples (like in companies that were analysed in the practical part of this work), however, in most of the cases managers do not fully understand this strategy and secondary effects that may appear. For that reason, in order to reduce uncertainty, the purpose of this thesis is stated like so.

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1.4 Research Questions and remaining tasks.

In accordance with the intended purpose the following task was formulated:

1. To study the positive effect of the intrapreneurship process on a “talent” development of the intrapreneurs.

Achieving this task requires first, to study the methodological basis of intrapreneurship as a business development strategy; and second, to study the intrapreneur as a person in order to discover the components of intrapreneurial “talent” - skills, competences, abilities and behaviour.

The research question asked to fulfil the purpose is the following:

How does the process of intrapreneurship affect Intrapreneurial talent?

In order to answer this research question understanding what the term “talent” means and how it relates to skills, abilities and the mindset is required.

2 Theoretical Framework

This chapter describes the concepts that were taken as a basis for research. To determine the constituents of intrapreneurial talent that developed during the implementation of the intrapreneurship process, it is necessary to determine the working database of source data. This base is conventionally divided into 4 subparagraphs:

1) Development of the intrapreneurship concept; 2) Understanding of intrapreneurial characteristics; 3) Understanding of the term ‘talent’;

4) Forming a psychological portrait of an intrapreneur.

This part of the work is written in order to create a basis for a practical part - in particular to identify the range of skills and abilities that forms an intrapreneurial talent, which will be analysed in future parts.

2.1 Collection of Data

The research has been started with analyses of studies made by previous researches. This part is very important because it gives a grounded knowledge about the subject and opens a broad field of questions that has not been covered.

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The main sources of information for this type of data were mostly taken from academic articles, science and business books as well as on-line resources. A more detailed description of how the data was collected will be described in section 2.2 Literature Search.

The found limitations and delimitations in are described in the Limitations and Delimitations section.

2.2 Literature Search

Due to the fact that the chosen theme is very narrow and specific, it was necessary to address all the problematic components. Firstly, studying the intrapreneurship process itself and intrapreneurial role in it; Secondly, defining such concepts as giftedness, talent and their components. Thirdly, identifying intrapreneurial talent criteria, based on its psychological portrait. Focus was placed precisely on the last part of the work, because a psychological portrait determines the qualities of a successful intrapreneur.

A variety of sources has been used, in order to find proper information, but the emphasis was placed on academic articles and basic science books. Such literature corresponds to the paper’s needs and satisfies such criteria as pragmatism, precision and realism.

This literature was predominantly found in the Jönköping University and Moscow State University libraries, as well as in various digital libraries.

The main keywords that were used in the literature search are as follows:

intrapreneurship; corporate entrepreneurship; corporate venturing; entrepreneurial orientation; intrapreneurship development; measuring intrapreneurship; intrapreneur; intrapreneurial potential; intrapreneurial characteristics; entrepreneurial talent; talent; giftedness; managerial competence; intrapreneurial skills; organisational skills; business acumen; business moral; business ethics; critical thinking; creative thinking; entrepreneurial motivation etc.

These keywords were used in both English and Russian languages.

2.3 Intrapreneurship

The concept of intrapreneurship has been evolving over the last 30 years. Terms such as corporate entrepreneurship, corporate venturing, intrapreneuring and many others have been used to describe the phenomenon of intrapreneurship. Perhaps one of the most common, widely accepted and also the simplest definitions of intrapreneurship was made by Antoncic and Hisrich (2001): “entrepreneurship

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within an existing organisation”. Studies that will be mentioned in this section provide an overall understanding of the intrapreneurship process and also an idea of how this concept was developed.

Intrapreneurship was first discovered by Pinchot in 1971. According to his point of view, it is a process of taking the behaviours and mindset of “external entrepreneurs” that those people have when working on their own business and bringing those characteristics to the existing organisation (Pinchot, 1985). The main point in his idea is that people who organise new business do not only have specific skills, the can see an opportunity that other don’t. This is exactly what big and sustainable companies usually fail to do. They already developed their idea, have a market share and maybe reliable customers, but in order to grow they need new and fresh ideas in order to find new market opportunities or to spur innovations. So they need to inculcate some of the “new-entrepreneurial” values and culture to their own culture by creating intrapreneurs. Thereby Pinchot made an attempt to describe the intrapreneurship growth strategy.

Significant changes in the researches of intrapreneurship came after the paper “Clarifying the entrepreneurial orientation construct and linking it to performance” by Lumpkin and Dess (1996) where the concept of “entrepreneurial” orientation of the organisation was described. Considering the growing popularity of intrapreneurship, they have developed the system to analyse the correlation between company performance and entrepreneurial orientation in order to prove the positive effect of implementation of intrapreneurship and to find similarities and differences between entrepreneurial orientation concept and entrepreneurship. The result of this work defines 5 attributes that both provide the main characteristics for intrapreneurship and distinguish the concepts that was mentioned above. Table 1. Five component dimensions of entrepreneurial orientation

1 Autonomy

“independent action of an individual to develop an idea and seeing through till completion”

2 Innovativeness

“a firm‘s eagerness to engage in new ideas or processes that might lead to the invention of new products, services or technological processes”

3 Risk taking “a firm‘s sense for uncertainty, its willingness to face the probability

of loss or a negative outcome”

4 _{Proactiveness}

“taking initiative by anticipating and pursuing new opportunities and by participating in emerging markets”

5 Competitive

aggressiveness “a firms tendency to directly challenge its competition in order to enter a market or improve its position on the market”

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This article starts the tendency when intrapreneurship is considered not just like one of the options for organisation growth, but as a complete and effective growth strategy.

On a wave of popularity and widespread use of intrapreneurship Antoncic and Hisrich made a deeper research back in 2003 that was analysing intrapreneurship and different factors that convey it. They took previous researches and thoroughly studied what the concept of intrapreneurship actually is in order to spread the definition of the intrapreneurship.

According to the authors intrapreneurship is “a process that goes on inside an existing firm, regardless of its size, and leads not only to new business ventures but also to other innovative activities and orientations such as development of new products, services, technologies, administrative techniques, strategies and competitive posture” (Antoncic & Hisrich, 2003)

The point of the research was to focus on details that differ entrepreneurship from intrapreneurship. They mentioned that companies’ size can affect the intrapreneurship process and that this concept is not only suitable for large corporations, but can also effectively work in a smaller companies. Moreover, the research proves that intrapreneurship is not only about creating new business ventures, but it can lead to “innovative activities and orientations such as development of new products, services, technologies, administrative techniques, strategies and competitive posture” (Atoncic & Hirsich, 2003). Then they compared the differences between diversification, organisational learning, capability, organisational innovation and the concept of intrapreneurship.

This comparison allowed to see eight dimensions that authors describe as key factors for the understanding of the intrapreneurship concept:

Table 2. Eight dimensions key to the intrapreneurship concept

1 _{New ventures}

“creating new firms operating on their own”

2 New businesses

“enter and pursue new businesses that bear relation to current products and/or markets”

3 _{Product/service innovativeness}

“creation of new products and services”

4 _{Process innovativeness}

“innovation in production procedures and techniques”

5 Self-renewal

“reformulation of strategies and

reorganisation/organisational change within the firm”

6 _{Risk taking}

“actively taking risky actions quickly and committing resources to new business opportunities with the possibility of inquiring losses”

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7 _{Proactiveness} “to be oriented towards pioneering and taking the initiative”

(for top management)

8 Competitive aggressiveness “posturing towards competitors”

(Atoncic & Hirsich, 2003)

The importance of this research is based on emergence of the trend of shifting focus from the concept itself to the people who are involved into intrapreneurship. As a final step in the research author state that these 8 dimensions working together could be seen as a process of creating innovation in case of the development of intrapreneurship as management style.

This trend is also seen in the research of Heinonen and Korvela in 2003. The goal the authors pursued was to analyse the prerequisites and outcomes of the intrapreneurship concept. And the prerequisites are the most important part here. Similar to previous researchers the definition of intrapreneurship made by Heinonen and Korvela once again states that entrepreneurship measures by the action inside of organisation that was already established.

“Intrapreneurship is a concept closely related to entrepreneurship emphasising the entrepreneurial process (entrepreneurs carry out new combinations) and innovativeness Intrapreneurship, however, takes place within the organisation” (Heinonen & Korvela, 2003)

Thus, the authors expand this idea by mentioning the basis of intrapreneurship in their point of view: “recognising an opportunity, exploiting it and trusting that exploiting an opportunity in a new way that deviates from previous practice will succeed and support the realisation of the organisation‘s aims” (Heinonen & Korvela, 2003). The prerequisites divided on three main blocks:

1) management activities and organisational culture - “the role of management as a facilitator and promoter of intrapreneurship”; “basic assumptions of intrapreneurship (e.g. risk taking, innovation and creativity, learning, change) can be found within the organisation”

2) Organisational setting - “the way work is being organised in the company: power and responsibility, division of work, rules etc.”

3) Skills and attitude of an employee - “describe the capabilities and willingness of any potential intrapreneurs to act intrapreneurially”

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The authors also stated the main outcomes from the intrapreneurship: customer satisfaction, job satisfaction, financial performance. Outcomes of intrapreneurial activities should raise up the organisational learning and knowledge creation, and “grounds for competitive advantage and a basis of superior performance of the organisation” (Heinonen & Korvela, 2003).

Thus, dividing the process of intrapreneurship to prerequisites (development, transparency, encouragement by management and organisation, openness and communality, individual competence, individual motivation, encouragement to innovations,) and outcomes (job satisfaction and appreciation of work, external satisfaction of work and perceived customer satisfaction) the authors get closest to defining the importance of internal resources - such as employees. (Heinonen & Korvela, 2003).

The development of intrapreneurship theory started with defining the concept of a modern for that period of time and effective growth strategy and then switched to internal factors of the concept, the main factor of which is surely the intrapreneur itself. The studies of this issue will be presented and discussed in the next section.

2.4 The intrapreneur

“Intrapreneurs are ‘dreamers who do’; those who take hands-on responsibility for creating innovation of any kind within an organisation; they may be the creators or inventors but are always the dreamers who figure out how to turn an idea into a profitable reality”. Pinchot (1985)

An intrapreneur is an employee who is given a personal project (no matter is it a new venture or not) and financial support to create new products, services, etc. It is a person who performs the process of intrapreneurship.

Different researchers paid attention to study the issue of intrapreneurial success especially in the late 20th century. For that time, researches tried to find out what personal characteristics make them so effective, what differs them from a regular employee and an entrepreneur. At that time more and more companies understood the importance of employee development and were interested in such knowledge, so they supported the researchers and we can find a lot of practically proved data.

In 1999 research was made, where Davis conducted criteria of a successful intrapreneur. In this work the author tried to determine what exactly converts a manager into intrapreneur. This study analyses seven groups of intrapreneurs with a different level of expertise from experienced professionals to a undergraduate trainee. The author came up with 19 specific characteristics that could be summarised

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into five groups: innovativeness, initiative, resilience, leadership and risk taking. This simplification is made due to two important reasons. The first is because Davis characteristics do not separate skills and personal qualities as well as they do not determine the congenital or acquired nature of them. The second reason is the comparison with the other authors, that will be presented below in this section. Sayeed and Gazdar made another attempt to describe what determines intrapreneurs and what makes them unique. They took the “Intrapreneurship Scale” that was developed by Lessem back in 1988 as a starting point of the research. The Lessems scale consists of seven dimensions of intrapreneurial success: adventurer, animator, change agentent, designer, entrepreneur, innovator and leader (Lessem, 1988). This theory was chosen due to the reason that authors firstly wanted to set the “personal disposition framework” (Sayeed & Gazdar 2003) for the purpose to determine and analyse certain attitudes and behaviours of intrapreneurs. What is also interesting, according to Sayeed and Gazdar, the behaviour of an intrapreneur is the primary factor of not only employee development but the company as whole.

The Lessem’s scale is made in a way so it can correlate seven different types of intrapreneurs with specific traits every type have. Each link between a trait and intrapreneurial type forms a set of key attributes of the intrapreneurship process. Each of Lessem’s links will be presented below:

Table 3. The Lessems scale of dimensions of intrapreneurial success

Intrapreneurial Type: Trait: Key Attributes:

Adventurer Energy Movement, work, health,

activity

Animator Sociability

Informality, shared values, community, culture

Change agent Flexibility Adaptability, expressiveness,

curiosity, intelligence

Designer/Enabler Intuition Evolution, development,

symbiosis, connection

Entrepreneur Will

Achievement, opportunity, risk-taking, power

Innovator Imagination Originality, inspiration, love,

transformation

Leader Authority Direction, responsibility,

structure, control (Lessem, 1988).

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For example, the Adventurer would show a trait for lack of energy. To overcome this trait an intrapreneur needs to have such attributes as movement, work, health, activity.

Sayeed and Gazdar developed this idea in a way that entrepreneurial personality traits are also applicable for intrapreneurs, judging the way Lessem equated concepts of intrapreneurship and entrepreneurship. From the literature they worked with, they have determined intrapreneurial traits that are in between entrepreneurs and regular managers. They state that in comparison to the last category, intrapreneurs are used to changing the environment when managers get used to adopting it.

As a result, the authors claim such characteristics as achievement motivation, autonomy, creative ability, innovative motive, managerial skills, optimism and pioneering (Sayeed & Gazdar, 2003).

Other authors - Jeroen de Jong and Sander Wennekers made a similar, but deeper comparison of entrepreneurs and intrapreneurs by conceptualising entrepreneurial employee behaviour. This work shows the link between the activities of an entrepreneur and his/her behaviour and transfers this model to intrapreneurs.

In table 4 an overview of activities and behavioural aspects of an entrepreneur made by Jong and Wennekers, 2008 is given.

Table 4. Relevance of behavioural aspects for activities in early-stage entrepreneurship.

Behavioural aspects B1. Creativity B2. Taking initiative B3. Overcoming obstacles B4. Getting the job done

B5. Bearing uncertainty and risk Activities Opportunity perception X Designing the product or concept X X X Exploring the market X X Resource acquisition X X X X

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Organising

process X X X

(Jong & Wennekers, 2008)

“The combination with activities in column one of the table clearly focusses the behavioural aspects in column two on the pursuit of entrepreneurial opportunities”(Jong & Wennekers, 2008).

In their work the authors show the similarities in early-stage entrepreneurship and intrapreneurship processes in term of activities. Respectively, the behaviour of intrapreneurs is similar to entrepreneurial, where major activities are opportunity perception, idea generation, designing a new product or another recombination of resources, internal coalition building, persuading the management, resource acquisition, planning and organising. The key behavioural intrapreneurial aspects are: personal initiative, active information search, out of the box thinking, voicing, championing, taking charge, finding a way, and some degree of risk taking (Jong & Wennekers, 2008).

These intrapreneur-entrepreneur comparison researches share a number of commonalities. First of all they state that intrapreneurs are proactive individuals with a desire for action. They are taking the initiative to act, sometimes without permission to do so and may ignore disapproval and other negative reactions from their environment. Secondly, the proactive behaviour they usually have is focused on pursuing the opportunity without regard to resources they need and have. Thirdly, intrapreneurs act and think “innovatively”. In addition to the attention for intrapreneurial activities in the previous literature, other sources discuss various behavioural aspects. (Jong & Wennekers, 2008), (Sayeed & Gazdar, 2003).

Pantry and Griffith made a very specific research on intrapreneurship from the point of view of investigating itrapreneurs. They worked only with library and information professionals (librarians, information specialists and knowledge managers), as they think that people of this kind are mostly equipped to make sense of knowledge management and the new areas of information that are currently proliferating (Pantry & Griffiths, 2000). The goal of the research was to give a recommendation list for such people of how they should use their skills and abilities such as corporate intelligence, marketing, innovativeness and management skills in order to provide an intrapreneurial service for their organisations. Despite the limitation, the authors do not deny the possibility of using the results by a regular intrapreneur.

The authors stated that intrapreneurs are “innovative individuals with the ability to put an idea into practice and succeed subsequently benefiting the organisation.” (Pantry & Griffiths, 2000)

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Moreover, this simple definition is supplemented with key intrapreneurial personal characteristics. For the better understanding and the following comparison those characteristics were grouped into more general skillsets. These groups are: the ability to allocate resources; the ability to select and develop good teams; propensity to take risks; leadership; team workers; self-motivation. The one characteristic that the authors argue with their colleagues is the vision for future projects. This assumption has a very strong argument as intrapreneurs as often work on their own projects as they develop someone else’s ideas - direct boss, co-worker etc.

The summarised intrapreneurial characteristics from the reviewed articles can be seen in Table below. Table 5. Overview of Key Characteristics of Intrapreneurs by author.

Author Key Characteristics of Intrapreneurs

Davis 1999

Innovativeness; Initiatives; Resilience; Leadership, Risk taking.

Pantry & Griffith 2000

Ability to allocate resources; Team building; Risk taking; Leadership; Team workers; Self-motivation.

Sayeed & Gazdar 2003

Achievement motivation; Autonomy; Creativity; Innovative motive; Managerial skills; Optimism; Pioneering.

Jong & Wennekers, 2008

Opportunity perception, Team building,

Resource acquisition, Personal initiative, Out of the box thinking, Championing; Risk taking. Contrary to different approaches to understanding the personality of a successful intrapreneur and the time gap, the number of similarities appears in the found characteristics is clearly visible. Moreover, it is necessary to mention, that ten years in the modern business world is a lot, so approaches for growth and managerial style have been developed. Even so, such characteristics as the ability to take risk and innovativeness are still in demand and firmly associated with the work of an intrapreneur. It is also clear that in modern business, as well as ten years ago, team building and leadership is essential for an intrapreneur due to their very close relation with people. Again, intrapreneurship is only effective when ideas are implemented in life fast. This could be done when an intrapreneur has a clear idea of how to use the most valuable remorse in any organisation - people.

Of course, the findings cannot fully answer the question of what is a perfect set of qualities that makes intrapreneurswho they are. However, this gives us an overall idea, a “trend” that can be seenin various authors’ studies. Following this trend lead to a more in-depth analysis of the intrapreneur and can help to identify components of intrapreneurial talent.

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2.5 Intrapreneurial talent

Answering the question of this research requires an understanding of what the term “talent” means and how it relates to skills, abilities and the mindset of an intrapreneur.

2.5.1 Defining Intrapreneurial talent

Historically the term ‘talent’ was used to describe people with superior abilities that are god-given. In the 21st century people define talent more mundane. To determine what talentmeans, it is necessary to

go a little deeper in human psychology. According to psychological research talent has a direct link to giftedness: in Gagne’s Differentiated Model of Giftedness and Talent, talent necessarily implies the presence of well above average natural abilities, which act as “raw material” of the constituent elements of talents, making it impossible to be talented without first being gifted (Gagne, 2000, 2003, 2009). Understanding the concept of giftedness is therefore necessary to understand the concept of talent.

The concept of giftedness.

The concept of giftedness has not received a universally accepted definition. The most common is the definition of the German psychologist W. Stern:

“Giftedness - is the general ability of the individual to consciously focus their thinking on the new requirements; this is a common mental ability to adapt to new challenges and living conditions.” (Stern, 1998)

Throughout his research, Gagne uses his long established view that the term giftedness designates the possession and use of untrained and spontaneously expressed natural abilities (called aptitudes or gifts) in at least one ability domain to a degree that places a child among the top 10% of his or her age peers (Gagne, 2000, 2003, 2009). Giftedness is like a natural gift, the hereditarily determined quality. Giftedness is a function of the whole system of living conditions in its unity, the function of the individual. It is inextricably linked with the whole human life and therefore could be seen on different stages of the life cycle.

The body's natural inclinations are not determined uniquely to the gifted human. They are only an integral component of system conditions that determine the development of the individual, its giftedness. Internal development of giftedness expresses not the body itself, but human personality. However, if giftedness expresses the internal features of a person, then it can be fully attributed to a conceptual position that internal and external indirect are always inseparable from it.

Though inherent, giftedness appears only through its relation to the conditions in which there is a specific human activity. It expresses the internal data and the possibility of man, that is the internal psychological conditions of their activities in relation to the requirements posed by this activity. An optimal level of demands made in the course of human activities is essential for the dynamics of

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giftedness, for example such as requirements that a curriculum puts for the student. To stimulate development these requirements should be high enough.

In the literature on giftedness, the question of general giftedness, proposed by Charles Spearman (Spearman, 1904, 1927) and special giftedness, is the most controversial.

“Special giftedness” is determined by the ratio of internal mental conditions with the requirements of special activities. This ratio is not only abstract but a real bond, that results in the formation of giftedness. Special abilities are determined by the certain specific types of activities. The total giftedness appears “inside” of certain special abilities of the individual, which correlates with the more general terms of the leading forms of human activity.

Spearman defends the position of general giftedness in his theory of "two factors", considering it as a general factor along with special abilities.

The term giftedness is understood by certain intellectual inclinations, memory, with its numerous subtypes, education concepts and the so-called "combination". Giftedness is thus decomposed into a number of functions. There are not only special abilities, but also the overall giftedness in special abilities. In determining giftedness the achieved result level of development should correlate with the conditions of development.

Special abilities are determined by the objective requirements, which poses by a branch of production, culture, art, etc (for every particular person). Each special ability is a synthesis of certain personality traits that forms its commitment to active and productive activity. This kind of abilities not only appears, but also forms in the activity. Special abilities make up the “product development” of special activities that have the leading role in the overall development of personality. The product of the overall development of giftedness is what Rubinstein calls "general ability. Thus, with the question of the correlation between giftedness and special abilities appears even more fundamental problem - the problem of the relation of general and special development.

In genetic terms, the relation between general and special development and, accordingly, between giftedness and special abilities, changes with age. The use of each of these psychological concepts is legitimate, but we should not forget about their relative character, because special abilities both genetically and structurally related to giftedness and giftedness specifically manifested in the special abilities and develops by them.

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Giftedness is a unique combination of abilities that affect the possibility of achieving a greater success in a particular activity. Understanding of endowment essentially depends on how much weight is given to those or other activities and what is meant by the successful implementation of each specific activity.

The concept of giftedness is traditionally regarded mainly as a quantitative concept. A qualitative approach to giftedness is limited by the fact that it needs to be split on general or special. For each type of special giftedness the question appears: How developed is it? An example of such a quantitative approach to the problem of giftedness was made in the theory of Charles Spearman, according to which "intellectual giftedness" is determined by the number of "mental energy” (Spearman, 1927). Giftedness and people’s abilities do not differ quantitatively but they do differ qualitatively. Qualitative differences in giftedness are expressed not only by the fact that one person is gifted in one area, the other - in the other, but also in the level of formation of giftedness. Considering a qualitative approach with respect to giftedness, we can proceed to the definition of the term talent.

Talent.

Talent – a high level of developed human abilities in a particular activity. It is a combination of skills that allows a person to successfully, independently and originally perform a complex labor activity.

According to Gagne, talent designates the superior mastery of systematically developed abilities (or skills) and knowledge in at least one field of human activity to a degree that places an individual within at least the top 10% of age-peers who are or have been active in that field or fields(Gagne, 2000, 2003, 2009).

Talent is a high level of development of special abilities. Renzulli underlines that gifted and talented individuals not only possess or are capable of developing above-average general and/or specific abilities, high levels of task commitment (motivation) and high levels of creativity, but also applying them to a potentially valuable area of human performance(Renzulli, 1978). This is a set of abilities that enables to obtain a product of activity, which is new, with a high level of excellence and social relevance. Besides that, talent combines concepts of a giftedness with the pleasure of the done work. Talent - that's what people like to do the most. The work, that people will never give up to do. Something, that people really enjoy.

In a society when we describe abilities, we get used to hear the phrase "the talent from God,”. Religion uses this phrase literally. Talents in the biblical interpretation are gifts and blessings that the Holy Spirit gives people. “To one there is given through the Spirit a message of wisdom, to another a message of knowledge by means of the same Spirit, to another faith by the same Spirit, to another gifts of healing

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by that one Spirit, to another miraculous powers, to another prophecy, to another distinguishing between spirits, to another speaking in different kinds of tongues, and to still another the interpretation of tongues. All these are the work of one and the same Spirit, and he distributes them to each one, just as he determines.” (The Holy Bible) However, this idea of the talent contest the scientists who, in turn, argue that talent is an inherent from birth certain abilities that are disclosed to the acquisition of skills and experience.

In the early 1980s, Howard Gardner wrote the book "Frames of mind" in which he identified nine types of physical and intellectual concepts of a talent:

1. Verbal-linguistic: writers, journalists, translators, lawyers; 2. Auditorial: musicians, linguists, linguists;

3. Digital: mathematics, physics, computer programmers, analysts, financiers; 4. Spatial: designers, artists, fashion designers;

5. Physical: athletes, dancers; 6. Personal Psychology;

7. Interpersonal: politicians, orators, merchants and actors; 8. Environmental: trainers, farmers;

9. Entrepreneurial: the organisers, businesspeople, innovators, investors.

According to Gardner, the main aspect of the person possessing the talent of any kind, is knowing in what direction it is necessary to work and improve. To determine exactly how the person should develop, it is necessary to determine what this talent is about (Gardner, 2011). Each person from birth has talent. This is kind of a "seed" from which a successful identity subsequently grows, useful for the rest of the community. But in order to achieve such talent development, a person needs to work on himself - "success is 10% of talent and 90% of hard work.” Following that, one of the signs of talent is work, that a person can engage in a long run, and despite the difficulties in which he will get satisfaction from the achieved results, thereby stimulating further work on himself.

Also, along with the opinions above, the author Geoff Colvin grounded his conclusion: "talent (as well as all of the above) has nothing to do with success!” (Colvin, 2012). The true extraordinary results are achieved by people who practiced in a specific way in the chosen field of activity. The author proposes to redefine the role of innate talents, highlighting the fact that "the talent itself is much less significant than we used to think." The general abilities are not so important as well, such as intelligence and memory. “Studies show that in many areas the relationship of intelligence and quality of work is weak or absent. People with low IQ works brilliantly, and those with whom he is high, sometimes not selected beyond mediocrity.” (Colvin, 2012)

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Another American psychiatrist Ron Leider described eight types of talents:

1. Linguistics: an interest in rhyme, word games, tongue twisters; correctly says, correctly writes, reads a lot, verbally communicate with others (speaker);

2. Imagination: strong in creative thinking and perception of colours, shapes, textures; has a good imagination, can draw an image of his thoughts and ideas;

3. Music: has a good ear for music and a sense of rhythm; He loves to listen and create music, composition and singing;

4. Logic: interest in calculations, facts, figures; Has a rational critical thinking and mathematical approach to solving problems;

5. Kinesthetics: like exercises, dancing, sports, work hands (construction models, modelling); 6. Simulation: loves to classify, analyse, organise, and to simulate the events and phenomena; 7. Interpersonal relations: understand other people's feelings, desires, needs, can see the world

through the eyes; able to work with people; has a good relationship with the team, interacts effectively with others;

8. Reflection: introspective, pondering actions, prone to reflection (internal dialogue), understands people needs and feelings, likes to spend time alone; independent and disciplined.

In many ways, the ideas of Ron Leider are similar to the ideas of Howard Gardner. Clearly seen the idea that talent is dependent on the physical, biological and psychological characteristics of the person. According to Geoff Colvin, inherent limits that stay unchanged are crucial for success. He implies, that a person whose height is 150 centimeters is unlikely to become a professional basketball player. Humans have certain physical boundaries, and to go beyond those boundaries is either impossible or incredibly difficult. At the same time, all that lies beyond the physical framework is controversial, says Colvin (Colvin, 2012).

Talent is considered to be an innate human ability to do something better than other people. Warren Buffett once said: "I was doomed from birth to allocate capital." Should we take it seriously, or is necessary to consider dozens years of of hard work? The answer seems quite obvious.

Since the definition of a talent states the importance of the development of skills, intrapreneurial talent or talent to be intrapreneur is a set of skills that can and should be improved.

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2.5.2 Intrapreneurial talent

In order to identify from which criterias intrapreneurial talent is formed, an intrapreneur’s psychological profile must be revealed. A psychological portrait is a complex psychological characteristic of a person, containing a description of his mindset, personal qualities and possible actions in certain significant circumstances. Research has highlighted on the defining characteristics of The Intrapreneur, but without connection to business activity, these characteristics would imply desirable aspects rather than explaining the essence of the person who performs intrapreneurial activity. The qualities in this psychological portrait will be defined in regards to how the defining characteristics of The Intrapreneur relate to business activity.

To describe a psychological portrait of an intrapreneur the model was composed with six main blocks of qualities (table 5): Professional management competence; Organisational skills; Business acumen; Moral qualities; Operability; Critical and creative thinking.

Table 6. Blocks of qualities in the psychological model of an intrapreneur.

The basic blocks of qualities Description

1 Professional managerial competence

The presence of professional knowledge and skills in management and production on a particular management positions.

2 _{Organisational skills} _{Interaction with people and business processes.}

3 _{Business acumen} Attitude to work.

4 _{Moral qualities} Attitude toward morality.

5 _Operability _{Ability for a long creative activity in a managerial position.}

6 _{Critical and creative thinking} The ability to use both types of thinking in different situations.

Each category of qualities will be further divided into categories and described in detail.

1. Professional managerial competence

Managerial competence (Table 7) consists of five groups of qualities: organisational and management culture, economic culture, legal culture, working and business experience. (Sherman,2004)

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Table 7. Groups of qualities for the Managerial competence block The basic blocks of qualities Qualities groups

1. Professional managerial competence

1.1. Organisational and management culture 1.2. Economic culture

1.3. Legal culture

1.4. Working experience 1.5. Business experience (Sherman,2004)

Intrapreneurship is focused on creating a new product, service or process which would benefit business, which obviously can only be done in a professional manner with appropriate knowledge, skills and experience. In addition, the image of a modern intrapreneur associated with the image of the entrepreneur, who must have high personal qualities, which are based on management competence, economic culture, organisational skills, business and moral qualities. An intrapreneur must be a responsibe person who can be held accountable for performance, respond for the assigned work, take the punishment for wrongly made tasks and the consequences.

For example, organisational and managerial culture is determined by the knowledge of methods and techniques of organisational work. Mastering this knowledge contributes to the formation of the entrepreneur as a creative and active person and is manifested in its immediate business activities, managerial methods and techniques they use. These qualities enable the intrapreneur to undertake the organizing process. These skills are what enable the intrapreneur to organize the realization of the answer to the business opportunity he sees.

Skills of the organisational and management culture are such as: knowledge of the theory and practice of production management, personnel management, self-management and time management.

Self-management - a conscious and planned career and business building, external, personal, and internal spaces, the development of qualities and skills, self-education and formation of their surroundings. (Timm, 1993)

Time Management - time organisation technology and the efficiency improvement of its use. (Timm, 1993)

Economic culture of an intrapreneur assumes the basic knowledge of business: economic theory; planning; finance; statistics; accounting; marketing. This knowledge is necessary for intrapreneurs, as they must understand the functioning and business process of various departments of an organisation for more effective influence on them and work in a cooperation with them. For an intrapreneur

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economic culture also implies competitiveness, as a part of striving to commercialize state of the art and cutting-edge technology that has beneficial potential for the organization, and do this better and faster than competitors.

Legal intrapreneurial culture includes basic knowledge of economic, labor and other rights, as well as the ability and desire to use this knowledge. When starting the production of a new product or provision of a new service, legal intrapreneurial culture is vital to assuring that all aspects of the new business activity comply with the law.

Experience in management and entrepreneurship is the most important point in this block. Intrapreneurial projects cannot be done by one person alone, so the ability to manage all people at stake is a necessity for undertaking the new activity. Most intrapreneurs do not have this experience from their previous activities, but they often make up this gap adopting experience of their supervisors. On the other hand, intrapreneurs unlike ordinary entrepreneurs are able to get this experience with minimum of risk for themselves. In addition, intrapreneurs have a real understanding of a particular market, production and other things that they had to deal personally.

2. Organisational skills

Organisational skills (Table 8) gives an ability to interact with people, which implies the presence of three subsystems qualities: thirst for leadership, the ability to communicate with people, the ability to organise joint work. (Wicker, 2009)

Table 8. Groups of qualities for the Organisational skills block The basic blocks of qualities _{Qualities groups}

2. Organisational skills

2.1. Ability to communicate with people (communicability)

2.2. Ability to organise a joint work 2.3. Thirst for leadership

(Sherman,2004)

2.1. Ability to communicate with people (communicability)

In modern organisations the role of communication is very important. As soon as companies worldwide switched away from complicated bureaucratic schemes, many business processes have been simplified in terms of paperwork, but it does not mean that they have become easier in terms of verbal

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communications. All internal and external processes are somehow connected by communications and the more efficient they are - the faster the achievement of assigned goals.

Intrapreneurs have to work closely with a broad range of people on an every day basis and it is very important to be able to build good relationships with colleagues, customers, suppliers, shareholders, investors and many others. The results of intrapreneur communications have a direct influence on the work which he is responsible for. Interpersonal skills characterise overall person communication skills. An intrapreneur has to lead and motivate others to follow him and support his views and doing this on the basis of leadership, not hierarchy requires excellent communication skills. The ability to communicate with people is based on building mutually beneficial relationships with subordinates, colleagues, supervisors and other. Intrapreneurs need to trust and rely on their employees, as intrapreneurial projects can rarely be performed by single person. This allows to find the differences between people in a positive and mutually beneficial way for better results. The required communication skills for intrapreneurs are more demanding than those sufficient for relationships with internal and external stakeholders within an established routine, since intrapreneurs need to interact with initiators of state of the art and cutting edge technology and convince others to test ideas that previously may have never been applied. If, for instance, an intrapreneur were to encounter an outsider who had come up with a new idea (which may be done in one’s garage) that has strong beneficial potential for the company, it would be up to him to start and lead the dialogue with this person and others at stake in the organization in order to implement this innovation.

The negotiator skill can not only solve arising conflicts, but also to agree on more favourable terms of cooperation, lower prices and better deadlines. An intrapreneur must be an open and sociable person in order to be able to inspire people to act not by order, but by persuasion. It is also important not only to talk, but to listen and hear what colleagues, subordinates and mentors say. The ability to hear can build an intrapreneur as a professional. (Wicker, 2009)

2.2. Ability to organise joint work

The ability to organise joint work is a set of team management and team building skills.

Team management and team building are steps to create and improve the efficiency of the team.

Intrapreneurs must be able to select and form a working team correctly as these people will perform most of the work. Working alone is not only hard and stressful, but can also significantly decrease the quality of the results. In a team based on trust and understanding it is possible to delegate authorities and check the intermediate and final results.

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The obvious advantage in team building for an intrapreneur is corporate culture and spirit. Since this person has successfully proved his skills in the past and become a part of the organisation, he must understand the value of corporate culture and be able to pass it in his working team.

2.3. Thirst for leadership

Recognising the possibility of the development of leadership in the company, it is necessary to understand what is required to develop leadership skills, how to rebuild a system of personnel development and company culture as a whole, how to identify future leaders in time, how to educate them, how to advance through the ranks and hold in the company. Some of the most successful international companies are famous not only for their great leaders, but also the ability to develop people at all levels of the organisation and turn them into leaders. Jack Welch, the head of the already mentioned General Electric, knew that this is the only way to ensure the effective management of a huge company. As a result, General Electric has formed a special culture of leadership, aimed to the development and promotion of talented employees (Drucker, 2006).

A leader can be defined as the most authoritative personality in the social community, which plays a central role in the organisation of joint activities and the regulation of relations in the group. Intrapreneurs are supposed to be leaders, as they must rally the people and inspire them to achieve a common goal via their private vision rather than agreeing with those in power, as would have been the case of a manager. If they could convince their employees in the ability to achieve a level of performance that previously seemed inaccessible to them, they will succeed in business. This ability of a leader is closely related to qualities such as the ability to create optimistic plans, strengthen hope of success, explain the essence of innovation, to rally the team in crisis situations, and so on.

3. Business acumen.

Business acumen (table9) – is relationto the work, which includes three main groups of qualities: ability to think strategically, enterprise (tactics of actions) and personal organisation.

Table 9. Groups of qualities for the Business acumen block The basic blocks of qualities Qualities groups

3. Business acumen

3.1. Ability to think strategically (operational actions) 3.2. Enterprising actions (tactic actions)

3.3. Personal organisation (Sherman,2004)

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3.1. Ability to think strategically.

Ability to think strategically implies high intelligence, broad-mindedness, curiosity, judgment, ability to generate ideas, see and take into account the future, to anticipate the consequences of decisions. Intrapreneurs see all the details of the business process as a system and can say what will happen with this or that aspect in the future. (Wicker, 2009) This vision gives them an understanding of the overall picture of what is happening, both inside and outside the organization, and they can explain their vision to subordinates. By doing so, intrapreneurs are able to inspire employees and bosses to interact with this vision.

3.2 Enterprising actions.

The entrepreneurial model (or as it also named Entrepreneurial Spirit) includes the following qualities: the desire for self-expression, assertiveness, commitment, initiative and the ability to push the matter through, the ability to not get discouraged by setbacks, as well as the ability to take responsibility for any possible risks. All this contributes to the desire to do the job well peculiar to the intrapreneur.

The ability to take risks and to take responsibility for those risks is necessary. Every intrapreneur’s activity is associated with taking risks. The attitude towards risk for an intrapreneur is different than that of a manager, who in pursuit of immediate business activity indices may act carefully in accordance with procedures established within the existing system, avoiding mistakes. An intrapreneur acts in accordance with his own vision rather than that established in the existing system, tends to learn from mistakes and therefore requires the courage to undertake moderate risks, which management wouldn’t consider regarding more immediate performance indices. Of course, the risks assumed by intrapreneurs have less influence on them in comparison to the weight of the risk that people have when opening their own business - the bulk of the risk falls on the company. However, the intrapreneurs responsibility is sometimes even more significant than usual entrepreneur has. An intrapreneur is a person who believes in his company, respects and supports its culture and see his/her future within the organisation, rather than outside of it. If it is not so - it is more likely that such a person would simply leave the company. He/she, on the other hand, remains true to the company. Such people will consider failure not only as their own fault, but also as an organisation omission.

3.3 Personal organisation

Personal organisation is an ability to effectively use time, liability, desire to live and work in the system. These qualities structures work and largely determine the attitude and level of confidence of team and superiors to intrapreneur. It is important to note an aspect of this ability peculiar to an intrapreneur –

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intrapreneurs consider meeting self-imposed and corporate timetables, so for an intrapreneur personal organization has a different aim than weekly, monthly and quarterly planning horizons based on corporate quotas and budgets set by other managers.

Personal organisation is the ability to live and work in a system. It is characterised by a commitment of a systematic approach. A systematic approach means systematic achievement of the objectives. In this respect, the ability to do everything in the right order is necessary. (Wicker, 2009) This implies an ability for intense and prolonged labour.

Personal organisation also consists of several important secondary skills such as the ability not to lose small details from sight and the ability to analyse time costs. (Wicker, 2009) Intrapreneurs are not only capable of generating fresh ideas, but also have a vision of how to prevent those ideas to reality. To do this, intrapreneurs appreciate and know how to effectively use time, can set priorities and concentrate on the essentials. Usually personal organisation is manifested not only at work but also in personal life of intrapreneur. A particularity of personal organization for intrapreneurs is evaluation of work which basically answers two questions: can an intrapreneur handle hard work in a long run; and what they can sacrifice in order to work more

4. Moral qualities

Professional ethics prescribes to be fair in assessing the capabilities and behaviour of employees, attentive, considerate and sympathetic.

Moral qualities are given in Table 5.

Table 10. Groups of qualities for the Moral qualities block The basic blocks of qualities Qualities groups

4. Moral qualities

4.1. Spiritual (internal) qualities 4.2. Behavioural culture

(Sherman,2004)

Personal qualities that influence the formation of a successful entrepreneur are developed historically by a civilised business experience. The ethical issue today is not as acute and problematic as it was 20-25 years ago. Today any large business combines many nationalities, cultures and habits. Intrapreneurial communication must be based on respect, honesty and equity. Leadership implies people following the leader voluntarily, not because it is dictated by hierarchy, which is only possible when the aspects of ethics and morality are considered. It is simply impossible to build an efficient team without a proper attitude towards people. (Buchholz, 2005)