Intrapreneurship and Innovation in MNCs	Intrapreneurship and Innovation in the United Nations
Organizational Characteristics
Structure	Matrix or network-like	Centralized bureaucracy
HQ-subsidiary relationships	HQ owns and controls subsidiaries; usually mixed-motive dyads with coordination challenges	HQ perceived as relatively powerless by field offices and bottleneck for innovation; control by member states who govern and fund the organization
Peer-unit relationships	Often inter-unit competition	Usually collaborative due to mandatory staff rotation
Decision making processes	Top down with some bottom-up elements	Consensus based, political processes; slow moving and hierarchical
Innovation Characteristics
Innovation objectives	Commercial: Competitive advantage, economic gain	Social improvement; ability to serve organization’s mission
Nature of innovation	Private good	Public good character
Environment
Pressures for Global Scaling	Global standardization, economies of scale	Globally intertwined grand challenges
Pressures for Contextualization	Adapt to differences in customer needs, institutional differences)	Strong field presence and understanding of beneficiaries needs; include local players in project for greater impact and sustainability
Entrepreneurial Processes
Resourcing of innovation	Corporate funds	Donor funds, partnerships – often not available for innovative projects; need for different funding mechanisms
Incentives for intrapreneurs	Mandate extension, fiefdom-building, seeking recognition from peers	Absence of organizational rewards
Role of intrapreneurs	Boundary breakers ; seek organizational recognition	Socially-driven and entrepreneurial champions; seek community recognition
Role of innovation unit/team	Do innovation	Facilitate and support innovation
Success metrics	Profitability, competitive advantage, growth	Social impact and policy changes, transparency