Limiting factors which may clip an entrepreneur’s wings are non-availability of funds, lack of skills or ability to gather the required resources, and lack of expertise or know-how to put ideas into action. An intrapreneur may also be restrained by such factors, but with the backing of a large corporation, rarely so. Intrapreneurs may, unlike entrepreneurs, rather face obstacles from within the company as owners and other employees feel threatened, co-workers resent the rise of the intrapreneur, the workforce tries to protect the status quo, and a general resistance to change surfaces.
The general factors that influence entrepreneurship also affect intrapreneurs. Generally, an entrepreneur, especially with personal or unencumbered funds at disposal, remains the arbiter of his own destiny and can make speedy and even instant decisions. An intrapreneur has considerable autonomy and leeway compared to an executive managing a normal process of a company, but would still need to seek advice and justify actions, especially when requesting funds.
The organizational constraints make it imperative for the intrapreneur to build, nurture, and carry along a team. In contrast, entrepreneurs encounter difficulty in persuading top talent to join untested and unknown start-ups, and as such very often work solo and adopt a highly centralized set up, especially during the initial stages.
The entrepreneur has no choice but to connect his rewards with the success of the company he starts. For an intrapreneur, this is a desirable characteristic but not essential, as the company may still reward the effort.