<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Shiv S. Tripathi</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">The Role of Managers as Agents in Successful Service Innovations: Evidence from India</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">agents</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">global organizations</style></keyword><keyword><style  face="normal" font="default" size="100%">India</style></keyword><keyword><style  face="normal" font="default" size="100%">intrapreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">managers</style></keyword><keyword><style  face="normal" font="default" size="100%">service innovation</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">08/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/819</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">4</style></volume><pages><style face="normal" font="default" size="100%">18-26</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The article is based on a three-year study of 70 business executives belonging to 20 large organizations operating in India to identify the kind of interventions used by agents (managers) to make service innovations successful. For the purpose of analysis, the subject organizations were classified into highly successful, successful, and unsuccessful organizations on the basis of their growth rate, and their practices were analyzed to identify the role of agents in those processes or related decisions. The article also compares the practices followed by organizations based in India with global organizations operating in India to understand the contextual issues of service innovations.</style></abstract><issue><style face="normal" font="default" size="100%">8</style></issue><custom1><style face="normal" font="default" size="100%">Management Development Institute Gurgaon
Shiv S. Tripathi is an Assistant Professor in the area of Strategic Management at the Management Development Institute in Gurgaon, India. He holds a PhD degree from Vinod Gupta School of Management at the Indian Institute of Technology Kharagpur. He has published papers in the area of product and service innovations, growth strategies, and innovations in large organizations. He has presented papers at national and international conferences organized by the Indian Institutes of Management, Indian School of Business, and Strategic Management Society, USA. His current research interests include service innovations, open innovations, ambidexterity, and innovation in large organizations. </style></custom1></record></records></xml>