01822nas 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/98701382nas 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