In progress The Organizational Antecedents and Consequences of Intrapreneurship



To ensure long-term survival, large established companies have to adapt to emerging changes in their business environment. Therefore, managers of such organizations, first and foremost, need to make sense of their changing environments. However, managers’ ability to timely attend to the new condition is restricted by their perceptions of what is relevant to their businesses.

In his research, Taghi addresses such cognitive lock-ins, investigating how large established companies resolve these problems. He specifically zooms in on distinct roles and concerns of different management levels to identify how their effectual behaviors expedite bottom-up adaptation. Blending the theories of Entrepreneurial Cognition and Organizational Identity, he investigates how managers of all hierarchical levels change their collective perceptions of their current and construct their future businesses.
Tapping a variety of data sources, such as rich interviews, survey and archival data, his research covers Dutch and international cases, including companies such as Randstad, Alliander, the Authority of the Port of Rotterdam, DSM, and Ericsson.


Adaptation, intrapreneurship, entrepreneurial cognition, organizational identity, incumbents

Time frame

2015 - 2019

Supervisory Team

Henk Volberda
Professor of Strategic Management & Business Policy
  • Promotor
Jan van den Ende
Professor of Management of Technology and Innovation
  • Copromotor