01923nas a2200205   4500008004100000022001400041245009100055210006900146260004200215300000900257490000600266520128800272653002401560653001801584653001001602653002201612653002001634100002601654856003701680       2018                        eng d  a1927-032100aThe Dynamics of Knowledge Sharing in the Biotechnology Industry: An Indian Perspective0 aDynamics of Knowledge Sharing in the Biotechnology Industry An I  aOttawabTalent First Networkc01/2018  a5-150 v83 aThe 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. 10aabsorptive capacity10abiotechnology10aIndia10aknowledge sharing10atacit knowledge1 aJoshi, Tripurasundari  uhttp://timreview.ca/article/112900632nas a2200217   4500008004100000022001400041245007100055210006800126260004200194300000800236490000600244653002100250653002100271653001000292653001500302653001000317653001300327100001800340700001900358856003700377       2018                        eng d  a1927-032100aEditorial: Innovation and Entrepreneurship in India (January 2018)0 aEditorial Innovation and Entrepreneurship in India January 2018  aOttawabTalent First Networkc01/2018  a3-40 v810aemerging markets10aentrepreneurship10aIndia10ainnovation10arural10astartups1 aMcPhee, Chris1 aSaurabh, Punit  uhttp://timreview.ca/article/112800675nas a2200229   4500008004100000022001400041245008900055210006900144260004200213300001000255490000600265653001300271653001500284653002100299653001000320653001000330653001500340653001000355100002000365700002300385856003700408       2018                        eng d  a1927-032100aQ&A. What Barriers Do Women Face in Becoming High-Tech Entrepreneurs in Rural India?0 aQA What Barriers Do Women Face in Becoming HighTech Entrepreneur  aOttawabTalent First Networkc01/2018  a33-360 v810abarriers10achallenges10aentrepreneurship10aIndia10arural10atechnology10awomen1 aBasu, Rituparna1 aChatterjee, Sarada  uhttp://timreview.ca/article/113201574nas a2200229   4500008004100000022001400041245011300055210006900168260004200237300001000279490000600289520088200295653002101177653002101198653001001219653001101229653001501240653001301255100002201268700001701290856003701307       2018                        eng d  a1927-032100aTechnology Entrepreneurship in Emerging Markets: An Exploration of Entrepreneurial Models Prevalent in India0 aTechnology Entrepreneurship in Emerging Markets An Exploration o  aOttawabTalent First Networkc01/2018  a24-320 v83 aAre 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. 10aemerging markets10aentrepreneurship10aIndia10amodels10atechnology10atypology1 aTripathi, Shiv, S1 aBrahma, Mita  uhttp://timreview.ca/article/113102504nas a2200229   4500008004100000022001400041245014300055210006900198260004200267300001000309490000600319520176400325653002502089653002102114653001002135653001302145653001902158653001602177100001902193700002502212856003702237       2018                        eng d  a1927-032100aUnderstanding the Role of Rural Entrepreneurs in Telecentre Sustainability: A Comparative Study of the Akshaya and eSeva Projects in India0 aUnderstanding the Role of Rural Entrepreneurs in Telecentre Sust  aOttawabTalent First Networkc01/2018  a16-230 v83 aIn 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. 10adeveloping countries10aentrepreneurship10aIndia10aservices10asustainability10atelecentres1 aMishra, Gaurav1 aUnny R, Balakrishnan  uhttp://timreview.ca/article/113002396nas a2200229   4500008004100000022001400041245010300055210006900158260004200227300001000269490000600279520171500285653001402000653001502014653002102029653001402050653001002064653001302074653001502087100002702102856003702129       2017                        eng d  a1927-032100aComparing the Entrepreneurial Ecosystems for Technology Startups in Bangalore and Hyderabad, India0 aComparing the Entrepreneurial Ecosystems for Technology Startups  aOttawabTalent First Networkc07/2017  a47-620 v73 aTechnology 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&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. 10aBangalore10aecosystems10aentrepreneurship10aHyderabad10aIndia10astartups10atechnology1 aSubrahmanya, M, H Bala  uhttp://timreview.ca/article/109000719nas a2200265   4500008004100000022001400041245005000055210004700105260004200152300000800194490000600202653001500208653002100223653002500244653001000269653003200279653001600311653000900327653001500336653002000351653001700371653001000388100001800398856003700416       2017                        eng d  a1927-032100aEditorial: 10th Anniversary Issue (July 2017)0 aEditorial 10th Anniversary Issue July 2017  aOttawabTalent First Networkc07/2017  a3-40 v710aecosystems10aentrepreneurship10ainclusive innovation10aIndia10aknowledge commercialization10aliving labs10aOSBR10aTIM Review10atopic modelling10auniversities10aurban1 aMcPhee, Chris  uhttp://timreview.ca/article/108600703nas a2200253   4500008004100000022001400041245004800055210004500103260004200148300000800190490000600198653001600204653002100220653003400241653001000275653002600285653001800311653002000329653001300349653001300362100001800375700002000393856003600413       2016                        eng d  a1927-032100aEditorial: Entrepreneurial India (May 2016)0 aEditorial Entrepreneurial India May 2016  aOttawabTalent First Networkc05/2016  a3-40 v610aBrand India10aentrepreneurship10ahigher education institutions10aIndia10aintellectual property10aMake in India10aOpen innovation10aresearch10astartups1 aMcPhee, Chris1 aRaval, Dharmesh  uhttp://timreview.ca/article/98401822nas a2200229   4500008004100000022001400041245006800055210006700123260004200190300001000232490000600242520119000248653001801438653001001456653001001466653001801476653002001494653000901514653001001523100002301533856003601556       2016                        eng d  a1927-032100aOpen Innovation in Indian Organizations: Types of Collaboration0 aOpen Innovation in Indian Organizations Types of Collaboration  aOttawabTalent First Networkc05/2016  a15-230 v63 aIn 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&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. 10acollaboration10aforms10aIndia10amanufacturing10aOpen innovation10arisk10atypes1 aTripathi, Shiv, S.  uhttp://timreview.ca/article/98700816nas a2200289   4500008004100000022001400041245007000055210006700125260004200192300000800234490000600242653001400248653002100262653002300283653001000306653001500316653002200331653001100353653002300364653001700387653001300404653001600417653001500433100001800448700002400466856003600490       2014                        eng d  a1927-032100aEditorial: Innovation and Entrepreneurship in India (August 2014)0 aEditorial Innovation and Entrepreneurship in India August 2014  aOttawabTalent First Networkc08/2014  a3-40 v410aeducation10aentrepreneurship10agovernment support10aIndia10ainnovation10aknowledge systems10apolicy10aservice innovation10astakeholders10astartups10auncertainty10auniversity1 aMcPhee, Chris1 aGuin, Kalyan, Kumar  uhttp://timreview.ca/article/81601861nas a2200205   4500008004100000022001400041245008800055210006900143260004200212300000900254490000600263520123500269653002101504653001001525653002501535653001401560653002501574100002001599856003601619       2014                        eng d  a1927-032100aEntrepreneurship Education in India: A Critical Assessment and a Proposed Framework0 aEntrepreneurship Education in India A Critical Assessment and a   aOttawabTalent First Networkc08/2014  a5-100 v43 aEntrepreneurship 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.10aentrepreneurship10aIndia10amanagement education10amarketing10aqualitative research1 aBasu, Rituparna  uhttp://timreview.ca/article/81701773nas a2200229   4500008004100000022001400041245011900055210006900174260004200243300001000285490000600295520106500301653002001366653002101386653001501407653001001422653001501432653002501447653001101472100002401483856003601507       2014                        eng d  a1927-032100aThe Government of India's Role in Promoting Innovation through Policy Initiatives for Entrepreneurship Development0 aGovernment of Indias Role in Promoting Innovation through Policy  aOttawabTalent First Networkc08/2014  a11-170 v43 aIn 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.10aeconomic growth10aentrepreneurship10agovernment10aIndia10ainnovation10ainnovation ecosystem10apolicy1 aAbhyankar, Ravindra  uhttp://timreview.ca/article/81801856nas a2200229   4500008004100000022001400041245011700055210006900172260004200241300001000283490000600293520113900299653002501438653002301463653001001486653001301496653001601509100001901525700002201544700002401566856003601590       2014                        eng d  a1927-032100aPerceived Environmental Uncertainty for Startups: A Note on Entrepreneurship Research from an Indian Perspective0 aPerceived Environmental Uncertainty for Startups A Note on Entre  aOttawabTalent First Networkc08/2014  a27-350 v43 aIn 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. 10abusiness environment10aemerging economies10aIndia10astartups10auncertainty1 aGhosh, Susmita1 aBhowmick, Bhaskar1 aGuin, Kalyan, Kumar  uhttp://timreview.ca/article/82000593nas a2200205   4500008004100000022001400041245005800055210005500113260004200168300001000210490000600220653001400226653002100240653001500261653001000276653002800286653002100314100001600335856003600351       2014                        eng d  a1927-032100aQ&A. What is the Future of Entrepreneurship in India?0 aQA What is the Future of Entrepreneurship in India  aOttawabTalent First Networkc08/2014  a46-490 v410aecosystem10aentrepreneurship10aincubators10aIndia10asocial entrepreneurship10asupport agencies1 aDubey, Ritu  uhttp://timreview.ca/article/82201382nas a2200229   4500008004100000022001400041245009000055210006900145260004200214300001000256490000600266520069700272653001100969653002100980653002501001653001001026653002101036653001301057653002301070100002301093856003601116       2014                        eng d  a1927-032100aThe Role of Managers as Agents in Successful Service Innovations: Evidence from India0 aRole of Managers as Agents in Successful Service Innovations Evi  aOttawabTalent First Networkc08/2014  a18-260 v43 aThe 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.10aagents10aentrepreneurship10aglobal organizations10aIndia10aintrapreneurship10amanagers10aservice innovation1 aTripathi, Shiv, S.  uhttp://timreview.ca/article/819