<?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%">Tripurasundari Joshi</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">The Dynamics of Knowledge Sharing in the Biotechnology Industry: An Indian Perspective</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%">absorptive capacity</style></keyword><keyword><style  face="normal" font="default" size="100%">biotechnology</style></keyword><keyword><style  face="normal" font="default" size="100%">India</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge sharing</style></keyword><keyword><style  face="normal" font="default" size="100%">tacit knowledge</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">01/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1129</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%">8</style></volume><pages><style face="normal" font="default" size="100%">5-15</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The role of biotechnology in providing an alternate, more productive approach to new drug development is well accepted globally. Multinational pharmaceutical companies have begun outsourcing product development and its clinical validation to biotechnology firms in India. The sector in India has also witnessed the entry of startups in various phases of the drug development value chain. Technological innovation is a key growth driver in the “bio pharma” vertical in recognition of which numerous alliances are seen in the sector in India. These alliances have put in place a structure for technological learning to happen, which is necessary for innovation. However, the nature of knowledge in biotechnology, in large measure, is both tacit and complex. Such knowledge is difficult to transfer. At the same time, transferability of knowledge is critical to developing technological capability, which in turn can facilitate the technological innovations that are crucial for the growth of the sector in India. The current research is motivated by the question of how the firms in this sector deal with this paradox. An exploratory approach is adopted to understand the practices of knowledge sharing as well as its perceived impediments at the firm level in the Indian context. </style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><custom1><style face="normal" font="default" size="100%">Nirma University
Tripurasundari Joshi is an Assistant Professor in the marketing area at the Institute of Management at Nirma University in Ahmedabad, India. She holds postgraduate qualifications in science and business administration. She has 13 years of corporate experience in business development, corporate planning, and management consultancy in the managerial cadre. She has carried out numerous research and business advisory assignments for large corporate clients. She has also worked on technology status and technology market assessment studies for the Government of India, and she has executed several projects funded by the World Bank and Asian Development Bank. She has received grants for working on social projects sponsored by national institutes of repute such as the Indian Space Research Organization. Since 1999, she has been involved as a full-time core faculty member in the Marketing area of Business Management and has been active in institution-building activities in various academic administrative capacities. She has authored several books, monographs and technical notes and has presented and published research at national and international conferences. She has also visited universities and industry associations in Australia, China, Singapore, and Hong Kong for research and business interactions.</style></custom1></record><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%">Chris McPhee</style></author><author><style face="normal" font="default" size="100%">Punit Saurabh</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Innovation and Entrepreneurship in India (January 2018)</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%">emerging markets</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">India</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">rural</style></keyword><keyword><style  face="normal" font="default" size="100%">startups</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">01/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1128</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%">8</style></volume><pages><style face="normal" font="default" size="100%">3-4</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">1</style></issue><custom1><style face="normal" font="default" size="100%">Technology Innovation Management Review
Chris McPhee is Editor-in-Chief of the &lt;em&gt;Technology Innovation Management Review&lt;/em&gt;. Chris holds an MASc degree in Technology Innovation Management from Carleton University in Ottawa, Canada, and BScH and MSc degrees in Biology from Queen’s University in Kingston, Canada. He has nearly 20 years of management, design, and content-development experience in Canada and Scotland, primarily in the science, health, and education sectors. As an advisor and editor, he helps entrepreneurs, executives, and researchers develop and express their ideas.</style></custom1><custom2><style face="normal" font="default" size="100%">Nirma University
Punit Saurabh is an Assistant Professor of Strategic Management &amp; Entrepreneurship at Nirma University’s Institute of Management in Ahmedabad, India. Previously, he was a senior faculty member at the International Centre for Entrepreneurship and Career Development (ICECD) in Ahmedabad, India. Punit received his PhD from the Indian Institute of Technology Kharagpur, India, in the domain of innovation and entrepreneurship development. He has hands-on experience in managing government innovation and entrepreneurship funding programs and is also involved with the academic aspects of entrepreneurship. His research interests include innovation management and entrepreneurship development, and he has varied experience in product funding and commercialization. </style></custom2></record><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%">Rituparna Basu</style></author><author><style face="normal" font="default" size="100%">Sarada Chatterjee</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Q&amp;A. What Barriers Do Women Face in Becoming High-Tech Entrepreneurs in Rural 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%">barriers</style></keyword><keyword><style  face="normal" font="default" size="100%">challenges</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">India</style></keyword><keyword><style  face="normal" font="default" size="100%">rural</style></keyword><keyword><style  face="normal" font="default" size="100%">technology</style></keyword><keyword><style  face="normal" font="default" size="100%">women</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">01/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1132</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%">8</style></volume><pages><style face="normal" font="default" size="100%">33-36</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">1</style></issue><custom1><style face="normal" font="default" size="100%">International Management Institute, Kolkata
Rituparna Basu is an Assistant Professor in Marketing, Retail and Entrepreneurship at the International Management Institute in Kolkata, India. Dr. Basu won the Global ISB-Ivey Case Competition 2017 and received the prestigious AIMS-IRMA Outstanding Young Woman Management Teacher Award 2016. She earned her Doctor of Philosophy in Management from the Indian Institute of Technology, Kharagpur in 2013. She holds a BSc in Economics from St. Xaviers’ College in Kolkata, and she is a gold medallist MBA. She is particularly known for her practice-led research and is also regarded as a high-impact corporate trainer. </style></custom1><custom2><style face="normal" font="default" size="100%">International Management Institute, Kolkata
Sarada Chatterjee is a Teaching Assistant at the International Management Institute in Kolkata, India. She holds a BCom (Hons) from the University of Calcutta, India, and an MCom from University of Burdwan, India. She received the Active Young Researcher Award in 2017 from the AR Research Publication and Conference World. Previously, she was an Assistant Professor in the Department of Business Administration at Bhawanipur Education Society College in Calcutta and a Lecturer in the Department of Business Administration at the Scottish Church College, also in Calcutta.</style></custom2></record><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><author><style face="normal" font="default" size="100%">Mita Brahma</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Technology Entrepreneurship in Emerging Markets: An Exploration of Entrepreneurial Models Prevalent in 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%">emerging markets</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">India</style></keyword><keyword><style  face="normal" font="default" size="100%">models</style></keyword><keyword><style  face="normal" font="default" size="100%">technology</style></keyword><keyword><style  face="normal" font="default" size="100%">typology</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">01/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1131</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%">8</style></volume><pages><style face="normal" font="default" size="100%">24-32</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Are the features and processes of entrepreneurship – such as wealth creation, risk taking, vision, identification of a niche market, launching new products, and so on – common across the world? Many would assume they would be. However, firms that are entrepreneurial in nature and belong to emerging markets may or may not follow the established models of developed economies. In this study, we sought to explore various types of entrepreneurial models that are prevalent in an emerging market. For this purpose, we collected primary and secondary data to identify characteristics of technology-based entrepreneurial firms in India. Based on the two dimensions of degree of demand/supply and expected loss/risk, we identify four models of entrepreneurship – incremental, proactive, radical, and reactive – and illustrate each model with examples from Indian companies. </style></abstract><issue><style face="normal" font="default" size="100%">1</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 the Vinod Gupta School of Management at the Indian Institute of Technology in Kharagpur. He has published papers in the area of product and service innovations, growth strategies, and innovations in large organizations. He has co-authored a book titled &lt;em&gt;International Business&lt;/em&gt; along with a number of case studies. He is a member of the Strategic Management Society, the International Society for Professional Innovation Management, the Academy of Management, and the Academy of International Business. His current research interests include corporate entrepreneurship, open innovation, ambidexterity, and innovation in large organizations.  </style></custom1><custom2><style face="normal" font="default" size="100%">Management Development Institute, Gurgaon
Mita Brahma is a Fellow Program Scholar in the area of Strategic Management at the Management Development Institute in Gurgaon, India. She holds MS and MBA degrees from the Indian Institute of Technology in Delhi, India. Her research interests include corporate entrepreneurship, innovation, and strategic human resources management. She has over thirty years of experience in the banking, software, and education sectors. She currently leads a niche-consulting firm that helps organizations improve their performance through increased operational efficiency and strategic and human resource initiatives.</style></custom2></record><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%">Gaurav Mishra</style></author><author><style face="normal" font="default" size="100%">Balakrishnan Unny R</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Understanding the Role of Rural Entrepreneurs in Telecentre Sustainability: A Comparative Study of the Akshaya and eSeva Projects in 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%">developing countries</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">India</style></keyword><keyword><style  face="normal" font="default" size="100%">services</style></keyword><keyword><style  face="normal" font="default" size="100%">sustainability</style></keyword><keyword><style  face="normal" font="default" size="100%">telecentres</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2018</style></year><pub-dates><date><style  face="normal" font="default" size="100%">01/2018</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1130</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%">8</style></volume><pages><style face="normal" font="default" size="100%">16-23</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">In rural areas of India, telecentres provide access to computers and other digital technologies and have been utilized as a delivery channel for various government services. Following a public–private partnership (PPP) model, there is a general belief among policy makers that the revenue from government-to-consumer (G2C) services would be sufficient to cover the village-level entrepreneurs’ cash flow requirements and therefore provide financial sustainability. Also, the literature suggests that telecentres have a large enough market for public-access businesses to be commercially viable. In India, around 100,000 telecentres are being set up to serve 600,000 villages – one telecentre for every six villages – to provide one-window access to government services. In the literature, a lack of government services is often quoted as a reason for telecentre failure. This study, using an exploratory approach, aims to understand the parameters that relate to the sustainability of telecentres across a number of common, government-related services. It is observed that some telecentres perform better than the others even though they have the same number of government-related services. Reasons for such differences are explored and the learnings from this research will benefit the stakeholders who are engaged in providing telecentre-based services in other developing countries. In addition, a theoretical framework is suggested to understand the dynamics between different types of sustainability parameters such as financial, social, staff, technology, and institutional. The findings of this research have policy implications in terms of the way services are designed and delivered through telecentres in developing countries such as India. </style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><custom1><style face="normal" font="default" size="100%">Nirma University
Gaurav Mishra is an Assistant Professor in the Institute of Management at Nirma University in Ahmedabad, India. Before joining Nirma University, he was associated with the Development Management Institute in Patna and the Dhirubhai Ambani Institute of Information and Communication Technology in Gandhinagar as Assistant Professor. He also worked with International Crops Research Institute for the Semi-Arid tropics (ICRISAT), Hyderabad in the Knowledge Management and Sharing department. He received his PhD from the University of Reading, United Kingdom. His thesis focused on understanding adoption, social Inequality, and development impact with respect to e-government centres in rural India. He also holds an MS degree from Dhirubhai Ambani Institute of Information and Communication Technology. </style></custom1><custom2><style face="normal" font="default" size="100%">National Institute of Technology, Tiruchirappalli 
Balakrishnan Unny R is currently pursuing his PhD in the area of software project management from the National Institute of Technology, Tiruchirappalli (NIT Trichy) in Tamil Nadu, India. He has over 10 years of experience in academia and consulting in the area of IT and risk. He has executed projects in information security, business continuity, IT risk, and IT process improvements. Prof. Balakrishnan also has experience working in projects across multiple domains including financial markets, telecommunications, and IT service provision. He holds an MBA from the University of Sheffield, United Kingdom, with a specialization in IT and risk management.</style></custom2></record><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%">M H Bala Subrahmanya</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Comparing the Entrepreneurial Ecosystems for Technology Startups in Bangalore and Hyderabad, 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%">Bangalore</style></keyword><keyword><style  face="normal" font="default" size="100%">ecosystems</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">Hyderabad</style></keyword><keyword><style  face="normal" font="default" size="100%">India</style></keyword><keyword><style  face="normal" font="default" size="100%">startups</style></keyword><keyword><style  face="normal" font="default" size="100%">technology</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">07/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1090</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%">7</style></volume><pages><style face="normal" font="default" size="100%">47-62</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Technology startups are gaining increasing attention from policy makers the world over because they are seen as a means of encouraging innovations, spurring the development of new products and services, and generating employment. Technology startups tend to thrive when inserted in a conducive entrepreneurial ecosystem. Therefore, ecosystem promotion is being given increasing policy support. However, the emergence and structure of entrepreneurial ecosystems for technology startups have hardly been traced and examined in detail. In India, Bangalore occupies a unique position in the startup world, and Hyderabad is fast emerging as one of the promising startup hubs in the country. Given this background, we set out to explore and examine the structure, evolution, and growth of ecosystems for technology startups in the context of Bangalore and Hyderabad. Both the ecosystems emerged due to the initial foundation laid in the form of government–industry–academia triple helix and their interactions leading to the emergence of a modern industrial cluster followed by an information technology and biotechnology cluster, which then led to R&amp;D cluster serving both the cities. These three clusters together, gradually and steadily, facilitated an entrepreneurial ecosystem for technology startups to emerge. The ecosystem operates within the triple helix model and has a nucleus with two outer layers: i) an inner layer of primary (indispensable) factors and ii) an outer layer of supplementary (secondary) factors. Through the analysis of the experiences of Bangalore and Hyderabad and their ecosystem evolution, its structure, and components, we derive key lessons for others within and beyond India. </style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">Indian Institute of Science (IISc), Bangalore
M H Bala Subrahmanya is a Professor of Economics in the Department of Management Studies at the Indian Institute of Science (IISc), Bangalore, India. He joined Indian Institute of Science, Bangalore as an Assistant Professor in 1996, was promoted to Associate Professor in 2002, and further to a Professor in 2008. He has more than 27 years of professional experience, of which more than 21 years are at the IISc. During his professional career, he received a Commonwealth Fellowship (1999–2000), a Japan Foundation Fellowship (2004/2005), and a Fulbright-Nehru Senior Research Fellowship (2009/2010). He holds a PhD in Economics from the Institute for Social &amp; Economic Change (ISEC) in Bangalore, and his field of specialization is Industrial Economics. </style></custom1></record><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%">Chris McPhee</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: 10th Anniversary Issue (July 2017)</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%">ecosystems</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">inclusive innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">India</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge commercialization</style></keyword><keyword><style  face="normal" font="default" size="100%">living labs</style></keyword><keyword><style  face="normal" font="default" size="100%">OSBR</style></keyword><keyword><style  face="normal" font="default" size="100%">TIM Review</style></keyword><keyword><style  face="normal" font="default" size="100%">topic modelling</style></keyword><keyword><style  face="normal" font="default" size="100%">universities</style></keyword><keyword><style  face="normal" font="default" size="100%">urban</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">07/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/1086</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%">7</style></volume><pages><style face="normal" font="default" size="100%">3-4</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">Technology Innovation Management Review
Chris McPhee is Editor-in-Chief of the &lt;em&gt;Technology Innovation Management Review&lt;/em&gt;. Chris holds an MASc degree in Technology Innovation Management from Carleton University in Ottawa, Canada, and BScH and MSc degrees in Biology from Queen's University in Kingston, Canada. He has nearly 20 years of management, design, and content-development experience in Canada and Scotland, primarily in the science, health, and education sectors. As an advisor and editor, he helps entrepreneurs, executives, and researchers develop and express their ideas.</style></custom1></record><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%">Chris McPhee</style></author><author><style face="normal" font="default" size="100%">Dharmesh Raval</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Entrepreneurial India (May 2016)</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%">Brand India</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">higher education institutions</style></keyword><keyword><style  face="normal" font="default" size="100%">India</style></keyword><keyword><style  face="normal" font="default" size="100%">intellectual property</style></keyword><keyword><style  face="normal" font="default" size="100%">Make in India</style></keyword><keyword><style  face="normal" font="default" size="100%">Open innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">research</style></keyword><keyword><style  face="normal" font="default" size="100%">startups</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2016</style></year><pub-dates><date><style  face="normal" font="default" size="100%">05/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/984</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%">6</style></volume><pages><style face="normal" font="default" size="100%">3-4</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">Technology Innovation Management Review
Chris McPhee is Editor-in-Chief of the &lt;em&gt;Technology Innovation Management Review&lt;/em&gt;. Chris holds an MASc degree in Technology Innovation Management from Carleton University in Ottawa, Canada, and BScH and MSc degrees in Biology from Queen's University in Kingston, Canada. He has over 15 years of management, design, and content-development experience in Canada and Scotland, primarily in the science, health, and education sectors. As an advisor and editor, he helps entrepreneurs, executives, and researchers develop and express their ideas.</style></custom1><custom2><style face="normal" font="default" size="100%">RK University
Dharmesh Raval is Dean of the Faculty of Management and Professor and Director of the School of Management at RK University in Rajkot, India. His teaching and research interests include entrepreneurship, financial performance measurement and analysis, and related areas. He has presented research papers at several national and international conferences and has authored articles in reputed journals.  He received his PhD from Saurashtra University in Rajkot. His academic experience includes over 15 years of teaching, research, academic-administration, and industry–academia interface experience in the areas of business management and commerce. He has been on the boards of Rajkot Commodity Exchange (Government of India) in Rajkot and Rajkot Management Association (AIMA) in past. His interests include designing new academic courses and engaging in business-support activities for startups.</style></custom2></record><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%">Open Innovation in Indian Organizations: Types of Collaboration</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%">collaboration</style></keyword><keyword><style  face="normal" font="default" size="100%">forms</style></keyword><keyword><style  face="normal" font="default" size="100%">India</style></keyword><keyword><style  face="normal" font="default" size="100%">manufacturing</style></keyword><keyword><style  face="normal" font="default" size="100%">Open innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">risk</style></keyword><keyword><style  face="normal" font="default" size="100%">types</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2016</style></year><pub-dates><date><style  face="normal" font="default" size="100%">05/2016</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/987</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%">6</style></volume><pages><style face="normal" font="default" size="100%">15-23</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">In order to succeed, it is important for any organization to leverage the power of the known and unknown networks around it. The organization must collaborate with others, and to do so requires it to open up its boundaries  inside-out, outside-in, or both. However, the type of collaboration required to work with other parties and the respective output is different across different organizations on account of need, R&amp;D intensity, capability, and risk-taking ability, as well as the nature of the business and industry. The major problem that comes in the way of open innovation in Indian organizations is their risk taking ability; the more an organization collaborates, the more risk it is taking by sharing internal information with the other parties. Through a sample of 31 manufacturing-based firms in India belonging to 12 different industries, the article explores the types of collaborations that they have with various related or unrelated organizations as they engage in open innovation. The article compares the collaborations each industry has entered into to identify the industries that are more open to take risks by collaborating with other parties in multiple ways. </style></abstract><issue><style face="normal" font="default" size="100%">5</style></issue><custom1><style face="normal" font="default" size="100%">Management Development Institute
Shiv S. Tripathi is an Assistant Professor 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 Schools of Business, and the Strategic Management Society. His current research interests include open innovation, ambidexterity, and innovation in emerging markets. He is a member of the Academy of Management, the International Society of Professional Innovation Management, and the Strategic Management Society. He is presently writing a book on innovation strategy.</style></custom1></record><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%">Chris McPhee</style></author><author><style face="normal" font="default" size="100%">Kalyan Kumar Guin</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Innovation and Entrepreneurship in India (August 2014)</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%">education</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">government support</style></keyword><keyword><style  face="normal" font="default" size="100%">India</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">knowledge systems</style></keyword><keyword><style  face="normal" font="default" size="100%">policy</style></keyword><keyword><style  face="normal" font="default" size="100%">service innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">stakeholders</style></keyword><keyword><style  face="normal" font="default" size="100%">startups</style></keyword><keyword><style  face="normal" font="default" size="100%">uncertainty</style></keyword><keyword><style  face="normal" font="default" size="100%">university</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/816</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%">3-4</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">8</style></issue><custom1><style face="normal" font="default" size="100%">Technology Innovation Management Review
Chris McPhee is Editor-in-Chief of the &lt;em&gt;Technology Innovation Management Review&lt;/em&gt;. Chris holds an MASc degree in Technology Innovation Management from Carleton University in Ottawa and BScH and MSc degrees in Biology from Queen's University in Kingston. He has over 15 years of management, design, and content-development experience in Canada and Scotland, primarily in the science, health, and education sectors. As an advisor and editor, he helps entrepreneurs, executives, and researchers develop and express their ideas.</style></custom1><custom2><style face="normal" font="default" size="100%">Indian Institute of Technology Kharagpur
Kalyan Kumar Guin is Dean and Professor at the Vinod Gupta School of Management, Indian Institute of Technology Kharagpur, India. He is an alumnus of IIT Kharagpur and Banaras Hindu University in Varanasi, India, and he is a Fellow of the Indian Institute of Management Bangalore. His teaching interests cover marketing and operations management, and he has a special interest in quantitative modelling of strategic issues in management.</style></custom2></record><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%">Rituparna Basu</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Entrepreneurship Education in India: A Critical Assessment and a Proposed Framework</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%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">India</style></keyword><keyword><style  face="normal" font="default" size="100%">management education</style></keyword><keyword><style  face="normal" font="default" size="100%">marketing</style></keyword><keyword><style  face="normal" font="default" size="100%">qualitative research</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/817</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%">5-10</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Entrepreneurship education is considered as one of the most influential forces that determine the health of the economy. Hence, ignoring controversies on whether entrepreneurship can be taught, the majority of the top business schools in India offer entrepreneurship education with tailored elective courses to inculcate a wide range of skills encompassing a multi-disciplinary approach among mature management students. However, considering the basic synergies of core management subjects such as marketing and entrepreneurship, both of which provide an opportunity to develop unique solutions to satisfy customer needs, the study of entrepreneurial aspects as a prerequisite for management education and research seems indispensable when specifically catering to the growing entrepreneurial intent in developing economies. This approach necessitates a compulsory initiation of entrepreneurship courses early in the curricula of contemporary business schools. In this context, the present article aims to qualitatively review the current entrepreneurship education regime in India to propose an effective ecosystem for integrating and promoting entrepreneurship education as fundamental to mainstream business education in India.</style></abstract><issue><style face="normal" font="default" size="100%">8</style></issue><custom1><style face="normal" font="default" size="100%">International Management Institute Kolkata
Rituparna Basu is Assistant Professor in Marketing, Retail, and Entrepreneurship at the International Management Institute in Kolkata, India. She earned her PhD in Management from the Indian Institute of Technology (IIT) Kharagpur. She holds a BSc in Economics from St. Xavier's College, Kolkata, and she received a gold medal for her MBA degree. Dr. Basu has over 10 years of industry-academia experience, and she has worked with some of the best-known media companies as well as a startup niche magazine in national sales and marketing profiles for around five years prior to joining IIT.</style></custom1></record><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%">Ravindra Abhyankar</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">The Government of India's Role in Promoting Innovation through Policy Initiatives for Entrepreneurship Development</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%">economic growth</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">government</style></keyword><keyword><style  face="normal" font="default" size="100%">India</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">innovation ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">policy</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/818</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%">11-17</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">In spite of having a large publicly funded science and technology infrastructure and a sizeable education base, India has not been able to realize its innovative potential due to a fragmented innovation ecosystem. The government of India has taken many initiatives towards strengthening the innovation ecosystem, the most important of which are: i) the establishment of the National Innovation Council, whose mandate is to coordinate various innovation-related activities, and ii) the new Science, Technology and Innovation Policy 2013, which is intended to promote entrepreneurship and science-led solutions for sustainable and inclusive growth. With a focus on this new policy initiative, this article describes the current innovation ecosystem and the challenges it faces, and it discusses the efforts made by the government towards the promotion of innovation for entrepreneurship development and sustainable growth. With the implementation of this new policy the early indications are that India is poised to take a big leap towards innovation-led growth.</style></abstract><issue><style face="normal" font="default" size="100%">8</style></issue><custom1><style face="normal" font="default" size="100%">
Ravindra Abhyankar is an Electrical Engineer who has worked in the Government of India in various capacities. After working for 17 years in the Ministry of Defense (1974–1990) in the field of quality assurance, technical development, and indigenization of various fighter aircraft and other aeronautical systems, he joined the Ministry of Science and Technology in the Department of Scientific and Industrial research (DSIR). In this ministry, he handled various responsibilities such as administering fiscal incentives for R&amp;D and supporting innovation at the individual and industrial levels for over 20 years (1990–2011). He was the nodal officer in the Government of India for the Asian and Pacific Center for Transfer of Technology (APCTT), which is a United Nations initiative dedicated to capacity building of Asia-Pacific countries to nurture and promote national innovation systems and also to create enabling environments for the development and transfer of technology and R&amp;D management. He has also functioned as an Adviser to the Science and Technology Minister of Mozambique (2012–2014) in the creation of a publicly funded R&amp;D system for the benefit of Mozambican industry.</style></custom1></record><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%">Susmita Ghosh</style></author><author><style face="normal" font="default" size="100%">Bhaskar Bhowmick</style></author><author><style face="normal" font="default" size="100%">Kalyan Kumar Guin</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Perceived Environmental Uncertainty for Startups: A Note on Entrepreneurship Research from an Indian Perspective</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%">business environment</style></keyword><keyword><style  face="normal" font="default" size="100%">emerging economies</style></keyword><keyword><style  face="normal" font="default" size="100%">India</style></keyword><keyword><style  face="normal" font="default" size="100%">startups</style></keyword><keyword><style  face="normal" font="default" size="100%">uncertainty</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/820</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%">27-35</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">In an entrepreneurship environment, understanding uncertainty is critical to startups because it is directly related to the context of decision making. In an emerging country such as India, uncertainties are more predominant due to the very nature of the emerging country, which is characterized by an underdeveloped institutional setup, a lack of protection for legal and intellectual property rights, underdeveloped factor markets, and high transaction costs. In this article, a systematic review of the existing literature on environment and uncertainty in an entrepreneurial, emerging-economy context identifies a gap of a new scale for perceived environmental uncertainty. Three primary contributions are made by this research. First, a literature review for existing uncertainty scales and their evaluation in the context of emerging countries is provided. Second, the research identifies a gap in the uncertainty measurement literature that is relevant to emerging economies. Finally, this study proposes a future research scope that can bridge the identified gap by exploring the factors of uncertainty in emerging countries. </style></abstract><issue><style face="normal" font="default" size="100%">8</style></issue><custom1><style face="normal" font="default" size="100%">Indian Institute of Technology Kharagpur
Susmita Ghosh is a Research Scholar at Rajendra Mishra School of Engineering Entrepreneurship, Indian Institute of Technology Kharagpur. Currently she is pursuing her doctoral degree in Entrepreneurship, with a research focus on uncertainties in decision making for startups. Her other current research interests include entrepreneurial business incubation and uncertainty in product development. </style></custom1><custom2><style face="normal" font="default" size="100%">Indian Institute of Technology Kharagpur
Bhaskar Bhowmick is an as Assistant Professor at Rajendra Mishra School of Engineering Entrepreneurship, Indian Institute of Technology Kharagpur, India. He completed his PhD from the Indian Institute of Management Ahmadabad with a specialization in Business Policy. He has thirteen years of industry experience in sales and marketing. His research interests include strategy-sustenance-succession, leadership strategy, and uncertainty in product development, innovation, and entrepreneurship.</style></custom2><custom3><style face="normal" font="default" size="100%">Indian Institute of Technology Kharagpur
Kalyan Kumar Guin is Dean and Professor at the Vinod Gupta School of Management, Indian Institute of Technology Kharagpur, India. He is an alumnus of IIT Kharagpur and Banaras Hindu University in Varanasi, India, and he is a Fellow of the Indian Institute of Management Bangalore. His teaching interests cover marketing and operations management, and he has a special interest in quantitative modelling of strategic issues in management.</style></custom3></record><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%">Ritu Dubey</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Q&amp;A. What is the Future of Entrepreneurship in 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%">ecosystem</style></keyword><keyword><style  face="normal" font="default" size="100%">entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">incubators</style></keyword><keyword><style  face="normal" font="default" size="100%">India</style></keyword><keyword><style  face="normal" font="default" size="100%">social entrepreneurship</style></keyword><keyword><style  face="normal" font="default" size="100%">support agencies</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/822</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%">46-49</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">8</style></issue><custom1><style face="normal" font="default" size="100%">JSSATE Science &amp; Technology Entrepreneurs Park
Ritu Dubey is Senior Manager of the JSSATE Science &amp; Technology Entrepreneurs Park in Noida, India, which is a technology business incubator supported by the Government of India's Department of Science and Technology. For the past four years, she has been active in the development sector in the domain of innovation and entrepreneurship promotion. She has also been managing the incubator’s seed fund scheme for technology startups and managed the outreach centre for innovation funding under the Technopreneur Promotion Programme of the government's Department of Scientific and Industrial Research. Before joining JSSATE, she was a commissioned officer of the Indian Army, and she holds a Post-Graduate Diploma in Management from the Institute of Management Technology in Ghaziabad, India.</style></custom1></record><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>