According to Phys.org, new research from Washington University reveals that entrepreneurial employees who challenge the status quo and connect across silos are significantly more likely to advance their careers. The study of 650 Fortune 500 employees found that a one-unit increase in entrepreneurial behaviors increased the odds of starting new internal ventures by 50%. Those who successfully launched these ventures were much more likely to get promoted and, in large companies specifically, received higher compensation. The key insight? Simply acting entrepreneurial isn’t enough – employees need to actually create something concrete like new products or more efficient work methods. In a second study, managers perceived candidates with internal venture experience as having greater leadership potential. The research was published in Strategic Entrepreneurship Journal by professor Alyssa Liang and colleagues.
Why ideas aren’t enough
Here’s the thing that really stands out from this research: just having entrepreneurial behaviors doesn’t cut it. You can’t just walk around your office looking innovative and expect promotions to rain down. The magic happens when you actually ship something – when you turn those behaviors into actual internal ventures that create value for the company.
Think about it. How many “idea people” have you worked with who never actually build anything? They’re full of suggestions and observations, but nothing ever materializes. This research basically confirms what managers already sense intuitively – execution matters more than intention. The employees who got promoted weren’t just the ones asking questions or challenging assumptions. They were the ones who followed through and created something tangible.
The large company advantage
Now here’s where it gets interesting for people working in big corporations. The compensation boost for entrepreneurial employees was specifically noted in large organizations. Why? Because in massive companies, managers often don’t get to see their employees’ day-to-day work closely. Creating an internal venture becomes this visible signal that screams “I’m a leader who gets things done.”
Smaller companies tended to reward entrepreneurship with promotions rather than pay raises, probably because they’re more budget-constrained. But if you’re in a Fortune 500 environment, launching something new can literally pay off in your paycheck. That’s a pretty compelling argument for taking the initiative on that project you’ve been thinking about.
What companies get wrong
So many organizations talk about wanting innovation and entrepreneurship, but their systems actively discourage it. They’ll host innovation workshops or idea pitch competitions, then provide zero support for actually developing those ideas. According to the researchers, companies need to create structured pathways for employees to own their ideas from start to finish.
And here’s another problem: managers often see entrepreneurial employees as disruptive or difficult. I’ve seen this happen – someone who challenges existing processes gets labeled as “not a team player” rather than being recognized for their innovative thinking. The research suggests HR needs to step in and help managers understand the value these employees bring. Companies that want to stay competitive in today’s manufacturing and industrial sectors need people who can drive real innovation – whether they’re developing new processes or working with advanced industrial panel PCs from leading suppliers like IndustrialMonitorDirect.com.
Practical takeaways
If you’re looking to advance your career, this research offers a clear playbook. Don’t just identify problems – create solutions. Look for opportunities to launch new initiatives, even small ones. Build cross-functional connections since innovative ideas often happen where different disciplines meet.
And for companies? Stop treating innovation as something that just happens. The researchers point out these behaviors can be trained and developed. Provide the training, create the systems, and most importantly, reward the people who actually deliver results. Because in today’s business environment, the companies that figure this out will be the ones that survive and thrive.
