socio-cultural factors such as individualism and power distance and the relationship between these factors and an organisation's Intrapreneurial Orientation (the extent to which employees act in an entrepreneurial manner within their place of employment). The results of the study indicate a strong association between these personality factors and an organisation's Intrapreneurial Orientation. In practical terms, this implies that organisations can influence their Intrapreneurial Orientation through selection at recruitment and through ongoing training and development. Why is Intrapreneurship a contemporary issue and how do practitioners apply the knowledge? Intrapreneurship is a contemporary issue with pressing relevance for corporate managers. Antoncic and Hisrich conclude that intrapreneurship has a positive impact on organisational growth and profitability. Organisations that build structures and embed values to support intrapreneurship are consequently more likely to have a high Intrapreneurial Orientation and are more likely to grow than organisations with a low Intrapreneurial Orientation. Intrapreneurial organisations are more innovative, they continually renew and this proactive approach leads to new business venturing. Their findings indicate that intrapreneurship could be particularly beneficial for transition economies. Antoncic & Hisrich find that good quality open communications together with a formal structure and supported by environmental scanning and management support will help an organisation become more intrapreneurial. Barringer at al support this assertion and describe the relationship between corporate entrepreneurship and strategic management. They found that the following variables can influence the organisation: Scanning Intensity, Planning Flexibility, Planning Horizon, Locus of Planning and Control Attributes. McKinsey's survey supports the view that organisations with a formal process report higher success rates. In general, the academic approach to intrapreneurship is predominantly based on the company wide re-organisation required to foster intrapreneurship. By contrast, the corporate view is often that innovation is the means, rather than the end. This is described in Capozzi et al. where the driver for innovation is identified as the strategic need to grow the core business. Thus, there is often a difference in the vocabulary used with academics preferring intrapreneurship and practitioners talking of innovation. Practicing managers looking to increase their organisation's Intrapreneurial Orientation, or their organisation's capacity for innovation could familiarize themselves with Altringer's "New model for innovation"; this relies on successful entrepreneurs facilitating innovation sessions. This pragmatic approach relies on timely interventions to generate innovative ideas, rather than a company wide cultural change requiring organisational re-design. Another approach to bridging the gap between practitioners and academia is the model