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The IUP Journal of Entrepreneurship Development


Entrepreneurial Cognition: A Model of New Venture Creation

--Jose Mathews

In the interactive view of entrepreneurship, entrepreneur and the entrepreneurial context are the two interdependent entities in the creation of new ventures. In this relationship, entrepreneurial cognitions are the entrepreneur’s internal representations created of the entrepreneurial environment. The information collected from the environment is processed by cognitive structures of scripts, schemata, maps and images. The information processing is the mechanism by which an entrepreneurial opportunity is identified. Entrepreneurial decision making consists of selecting a suitable alternative of opportunity in the creation of new ventures.

A Conceptual Model of Sociocultural Determinants of Entrepreneurship

--Syamala Devi Bhoganadam and Dasaraju Srinivasa Rao

Entrepreneurship in developing countries is an emerging domain of research in the past decade because of its impact on economic development, employment creation, and innovation. It is well known that sociocultural factors play a major role in shaping the entrepreneurial activities in developing countries, but the causal process of this linkage is not clear. In this context, the present paper proposes a mediation analytic framework, where it is proposed that there are mediators called entrepreneurial traits which could explain the causal mechanism of sociocultural factors influencing entrepreneurship. The main objective of the study is to identify those variables on which some structural interventions can be made that could positively influence entrepreneurial success and obtain the resultant benefits thereof.

Open Innovation as Business Driver: Investigating the Impact of Firm-Level
Evidence on Opening Up to External Players

--Saidu Nasiru Sulaiman, Daleep Parimoo
and Shradha Malhotra Banga

With respect to open innovation as a firm-level concept, taking the firm-level as the unit of analysis, the researchers analyzed open innovation as a business boosting phenomenon by investigating firm-level evidence on the opening up to external players. To achieve this purpose, the researchers made use of Super Sack Company Limited as a case study. The results revealed that the firm, a Small and Medium Enterprise (SME), has adopted open innovation framework with four models in its pipeline, i.e., pier to pier (company to competitors), company to dealers collaboration, company to end-user SMEs, and company to suppliers collaboration. And it found the positive effect of open innovation framework on boosting business acumen of SMEs, for the fact that the firm has enjoyed benefits from inbound open innovation practices which complemented its internal operations capabilities (via competitors and suppliers collaborations); and the firm’s outbound open innovation practices complemented the firm’s market position (via customers and dealers collaborations). These benefits have also had an impact on the firm’ turnover which grew by 60%, while revenue grew by 50%, net profit by 30% and operation efficiency by 40%. This indicates that adoption of open innovation by this firm has significantly driven its business acumen.



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Automated Teller Machines (ATMs): The Changing Face of Banking in India

Bank Management
Information and communication technology has changed the way in which banks provide services to its customers. These days the customers are able to perform their routine banking transactions without even entering the bank premises. ATM is one such development in recent years, which provides remote banking services all over the world, including India. This paper analyzes the development of this self-service banking in India based on the secondary data.

The Information and Communication Technology (ICT) is playing a very important role in the progress and advancement in almost all walks of life. The deregulated environment has provided an opportunity to restructure the means and methods of delivery of services in many areas, including the banking sector. The ICT has been a focused issue in the past two decades in Indian banking. In fact, ICTs are enabling the banks to change the way in which they are functioning. Improved customer service has become very important for the very survival and growth of banking sector in the reforms era. The technological advancements, deregulations, and intense competition due to the entry of private sector and foreign banks have altered the face of banking from one of mere intermediation to one of provider of quick, efficient and customer-friendly services. With the introduction and adoption of ICT in the banking sector, the customers are fast moving away from the traditional branch banking system to the convenient and comfort of virtual banking. The most important virtual banking services are phone banking, mobile banking, Internet banking and ATM banking. These electronic channels have enhanced the delivery of banking services accurately and efficiently to the customers. The ATMs are an important part of a bank’s alternative channel to reach the customers, to showcase products and services and to create brand awareness. This is reflected in the increase in the number of ATMs all over the world. ATM is one of the most widely used remote banking services all over the world, including India. This paper analyzes the growth of ATMs of different bank groups in India.
International Scenario

If ATMs are largely available over geographically dispersed areas, the benefit from using an ATM will increase as customers will be able to access their bank accounts from any geographic location. This would imply that the value of an ATM network increases with the number of available ATM locations, and the value of a bank network to a customer will be determined in part by the final network size of the banking system. The statistical information on the growth of branches and ATM network in select countries.

Indian Scenario

The financial services industry in India has witnessed a phenomenal growth, diversification and specialization since the initiation of financial sector reforms in 1991. Greater customer orientation is the only way to retain customer loyalty and withstand competition in the liberalized world. In a market-driven strategy of development, customer preference is of paramount importance in any economy. Gone are the days when customers used to come to the doorsteps of banks. Now the banks are required to chase the customers; only those banks which are customercentric and extremely focused on the needs of their clients can succeed in their business today.


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