Co-evolution, opportunity seeking and institutional change: Entrepreneurship and the Indian telecommunications industry, 1923–2009

Nayak, Ajit; Maclean, Mairi

doi:10.1080/00076791.2012.687538

Cited by 21 publications

(6 citation statements)

References 51 publications

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“…C-DOT has further demonstrated expertise in designing next-generation telecommunications networks and software solutions. By 2017, nearly 50% of Indian network capacity was controlled by C-DOT (C- DOT, 2017;Nayak & Maclean, 2013).…”

Section: Performancementioning

confidence: 99%

Strategic Sensemaking and Political Connections in Unstable Institutional Contexts

Klarin

Sharmelly

2019

Journal of Management Inquiry

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Emerging economies are often characterized by pervasive institutional changes and resultant institutional voids. In the absence of strong formal institutions, firms rely on informal institutions to fill these voids. This article argues that the process of sensemaking for firms in turbulent environments is continuous and dependent on cyclical adjustments connecting performance via a feedback loop to scanning and interpretation. Far from being a one-time occurrence, environmental sensemaking is a process operating in accord with continuous environmental changes. This study’s findings derive from an in-depth analysis of a Russian pharmaceutical firm and an Indian telecommunications firm, and demonstrate that entrepreneurs make sense and gain legitimacy through political connections. The study further finds that improvements in institutional environments reduce the salience of political networks, thereby creating a choice for firms to rely on formed market mechanisms or continue along the path of political connections that evolve to public–private partnerships.

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Section: Performancementioning

confidence: 99%

Strategic Sensemaking and Political Connections in Unstable Institutional Contexts

Klarin

Sharmelly

2019

Journal of Management Inquiry

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“…In this vein, entrepreneurship is interpreted as a social process that historically builds upon specific groups of people in a regional bounded context (Florida et al, 2017;Huggins & Thompson, 2020). Thus, it is highly relevant to understand entrepreneurship as a process conducted by individuals embedded into a local framework with history (Audretsch & Belitski, 2017;Autio et al, 2014;Nayak & Maclean, 2013). Based on these considerations, regional embeddedness in this study is defined as a bi-directional relation between individuals that act upon their agency in economic ecosystems and thereby form the economic evolution of the system, and the economic systems that, at least partially, determine the individual's agency in undertaking entrepreneurial activities by providing specific configurations of opportunities and economic returns (Huggins & Thompson, 2020).…”

Section: Regional Opportunity Perceptionmentioning

confidence: 99%

“…To gain better understanding of the regional dynamics that drive regional opportunity perception, it is important to comprehend entrepreneurship as a process undertaken by individuals who are embedded in a local framework with a history (Audretsch & Belitski, 2017;Autio et al, 2014;Malecki, 2018;Nayak & Maclean, 2013;Spigel, 2017). One key concept is the regional embeddedness of individuals, meaning inhabitants of a region.…”

Section: Introductionmentioning

confidence: 99%

Regional embeddedness is the key: Quantity and quality of regional business opportunity perception

Birkholz

2024

Small Bus Econ

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The perception of regional opportunities is the crucial starting point of the entrepreneurial process. To explain regional opportunity perception in general and innovative regional opportunity perception specifically is of key interest for steering regional entrepreneurial activities. It is known that entrepreneurship is a regional phenomenon; thus, the interrelation between individual inhabitants of a region and their regional context is of crucial relevance. A primary data collection in Germany assessed the regional embeddedness of inhabitants on four levels—actor, network, environment, and culture. The relation between these levels and the likelihood of opportunity perception is analysed by applying binary logistic regression analyses. The results suggest that regional embeddedness matters, although innovative regional opportunity perception is less dependent on regional embeddedness than regional opportunity perception in general. Derived from the results, entrepreneurship policies aiming at regional economic development, potentially profit most when policies focus on innovative entrepreneurial endeavours.

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“…Facing deregulation across Europe, the firm entered 'the nearby areas of the Baltic Countries and north-west Russia in the early 1990s, and only a little later to more distant markets like Hungary and Turkey, in which a small but relatively skilled operator could seize the opportunity' (Nevalainen 2017, p. 375). Focusing on the Indian market, Nayak and Maclean (2013) also point to firm-level activities. Although they focus on the entrepreneurial field and the role of key actors, they demonstrate the significance of firms such as Bharti Airtel in changing the telecommunications industry in India.…”

Section: Empirical Backgroundmentioning

confidence: 99%

Internationalisation of the Indian telecommunication industry (1947–2004): A firm-level perspective

Nayak

2018

Business History

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While the importance of the telecom revolution in India has been recognised, little attention has been paid to the diverse international influences at the firm level. This paper addresses this gap by developing a firm-level framework, drawing on the resource-based view, institution-based view and the knowledge-based view of the firm, and by drawing on data related to the various foreign firms' entry strategies during the pre-liberalization period (1980)(1981)(1982)(1983)(1984)(1985)(1986)(1987)(1988)(1989)(1990)(1991) and the liberalization period (1991-). The paper demonstrates that the two periods required foreign firms to have different capabilities to enter the Indian telecom industry. The paper also sheds light on the international knowledge transfer process in Indian telecommunications industry with specific focus on the differences between different foreign country firms.

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Co-evolution, opportunity seeking and institutional change: Entrepreneurship and the Indian telecommunications industry, 1923–2009

Cited by 21 publications

References 51 publications

Strategic Sensemaking and Political Connections in Unstable Institutional Contexts

Strategic Sensemaking and Political Connections in Unstable Institutional Contexts

Regional embeddedness is the key: Quantity and quality of regional business opportunity perception

Internationalisation of the Indian telecommunication industry (1947–2004): A firm-level perspective

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