@article {987, title = {Open Innovation in Indian Organizations: Types of Collaboration}, journal = {Technology Innovation Management Review}, volume = {6}, year = {2016}, month = {05/2016}, pages = {15-23}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {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\&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. }, keywords = {collaboration, forms, India, manufacturing, Open innovation, risk, types}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/987}, url = {http://timreview.ca/article/987}, author = {Shiv S. Tripathi} } @article {819, title = {The Role of Managers as Agents in Successful Service Innovations: Evidence from India}, journal = {Technology Innovation Management Review}, volume = {4}, year = {2014}, month = {08/2014}, pages = {18-26}, publisher = {Talent First Network}, address = {Ottawa}, abstract = {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.}, keywords = {agents, entrepreneurship, global organizations, India, intrapreneurship, managers, service innovation}, issn = {1927-0321}, doi = {http://doi.org/10.22215/timreview/819}, url = {http://timreview.ca/article/819}, author = {Shiv S. Tripathi} }