Empowerment beyond effort: exploring the influence of intrapreneurial behavior in non-profit organizations

Purpose This paper aims to investigate the foundational drivers behind employee empowerment in the non-profit sector, with a specific focus on intrapreneurial behavior. The research is grounded in understanding how non-profit employees, who often work within resource-constrained environments, can experience empowerment despite limited structural support. Our study therefore examines key antecedents that contribute to empowerment, operationalized through six interrelated indicators: employee engagement, intrapreneurship, employee burnout, in-role performance, innovation and work avoidance. Design/methodology/approach We employed partial least squares structural equation modeling (PLS-SEM) on data from a sample of 182 individuals working in non-profit organizations, analyzing the connections between intrapreneurial behavior and empowerment indicators. Findings The findings demonstrate that employee engagement positively influences innovation and in-role performance while reducing work avoidance. Furthermore, intrapreneurial behavior among employees significantly boosts engagement and reduces burnout, emphasizing the dual role of intrapreneurial behavior in fostering psychological resilience and organizational contribution. The results also indicate that innovation within non-profits is an essential component of employee empowerment, suggesting that empowerment strategies in these settings should emphasize fostering innovative behaviors. Originality/value This research provides valuable insights into the empowerment processes within non-profit organizations by highlighting the significance of intrapreneurship. In other words, our study shows how intrapreneurial behavior, particularly within resource-constrained settings, serves as a catalyst for fostering an empowered, engaged and resilient workforce.