The background of this examination is that we live in a dynamic and complex global business environment which requires entrepreneurial thinking and action in organisations (intrapreneurship) if they are to secure viability. Companies in dynamic environments have to deal efficiently with operational tasks in existing businesses and at the same time achieve innovation in existing and new business with a medium to long term focus. This requires flexibility and adaptability to be able to use the opportunities and threats arising from changes in the business environment. The research work in this thesis clarifies the role of intrapreneurship and develops the design concept for holistic intrapreneurship. In the research process a frame of reference with five central findings on the role of intrapreneurship in a dynamic business environment is firstly introduced. In this process, the idea is that holistic and economic thinking together with management oriented theoretical concepts form a fruitful basis for the examination of intrapreneurship. Subsequently in the literature study there follows a synoptic illustration of the individual theoretical concepts on the role of intrapreneurship, the business environment and systems theory concepts. In a further literature analysis, the tasks identified for holistic intrapreneurship are examined and conveyed as a design concept in the synthesis. Three empirical studies reflect the theoretical findings in practical situations. Taking into account the results of the survey, the design concept is extended by elements for the development of a vital, entrepreneurial learning organisation. Entrepreneurial organisations have equally to understand the role of intrapreneurship as a concept for shaping the future as the external environments and the interaction between the organisation and its environment. This complex of themes is worked on in chapter 3 and nine design elements for the specification of the role of intrapreneurship are derived. On the basis of this, entrepreneurial information gathering, shaping of the future and organisation design are derived as central tasks of the entrepreneurial organisation and are analysed in chapter 4. A design concept for holistic intrapreneurship with a role model for the organisation, a conceptual framework for the understanding and analysis of the global business environment as well as a qualitative systems model for the interaction of the entrepreneurial organisation with the business environment is introduced in chapter 5 to aid with implementation of the entrepreneurial tasks. The role of intrapreneurship and the implementation of the role model in practice are examined in chapter 6. In this process, implementation of the role model based on the division of labour is recorded and condensed across all firms. In chapter 6.4, learning areas for the development of an entrepreneurial orientation and for a context-related strengthening of the five entrepreneurial roles in a vital entrepreneurial learning organisation are outlined. The novel contribution of the thesis is to present an integrated concept of holistic intrapreneurship derived from theory-based exploration which thus focuses on the entrepreneurial action of the organisation as a whole and the achievement of viability in a global and dynamic environment. This concept contains learning by the entrepreneurial actors, the entrepreneurial teams and the whole entrepreneurial organisation and defines the building blocks of a vital, entrepreneurial learning organisation.