Framework for Social Change through Startups in India

2015 ◽  
Vol 2 (1) ◽  
pp. 30-42 ◽  
Author(s):  
Neeta Baporikar
Keyword(s):  
Content Analysis ◽  
Social Change ◽  
Success Factors ◽  
Sustainable Business ◽  
High Quality ◽  
Key Success Factors ◽  
New Science ◽  
The Social ◽  
New Business ◽  
Contemporary Perspective

Capacity of a country to develop new science and transform it into innovative technologies and ramp them into successful, sustainable business that generate revenue, high-quality jobs and promote development is of paramount importance in today's world. Startups are an effective way of doing this. A startup is a temporary organization in search of a scalable, repeatable, profitable business model and a small startup founded by two or three entrepreneurs can produce and test the feasibility of tens of possibilities for a new business idea. Through grounded research and content analysis the objective is to have an overview of contemporary perspective on startups in India, enhance understanding of startup ecosystems and recognize the framework for social change taking shape due to Indian startups contribution to the national economy. The paper also attempts to understand the key success factors and provides commandments to further foster startups to optimize the social change.

Anti-poverty and progressive social change in Brazil: lessons for other emerging economies

2012 ◽  
Vol 78 (4) ◽  
pp. 733-756 ◽  
Author(s):  
Moses N Kiggundu
Keyword(s):  
Social Change ◽  
Emerging Economies ◽  
Success Factors ◽  
Inclusive Development ◽  
Future Research ◽  
Programme Implementation ◽  
Key Success Factors ◽  
Leadership Management ◽  
Private Sector Participation ◽  
Bolsa Familia

This article examines Brazil’s experiences with anti-poverty and progressive social change, and spells out possible lessons for emerging economies with similar challenges. It draws on the Bolsa Familia conditional cash transfers (CCT) and the continuous cash benefits programmes and discusses important aspects of programme leadership, management and coordination. After a brief discussion of poverty, it presents a framework synthesizing key success factors for effective and sustaining programme implementation. Brazil does not offer a ‘blueprint’ for other countries to copy; only lessons from experience. Therefore the article concludes by discussing key ongoing challenges and suggests areas for future research, focusing on comparative studies across countries. Points for practitioners Progress has been made against global poverty, notably in countries experiencing sustained economic growth like Brazil. In spite of these remarkable efforts, challenges remain especially for countries which focus only on macroeconomic growth but not equity or inclusive development. Growth without equity does not eradicate poverty. Accordingly, emerging economies are being urged to pursue multipronged strategies: crafting innovative public policies, reshaping institutions for macroeconomic management, reaching out and engaging target communities, democratization, legislated and constitutionally mandated progressive social change. This article provides practical lessons from experience from Brazil, which practitioners from other emerging economies can adapt to their own circumstances for the effective and sustaining implementation of anti-poverty and progressive social change. It also provides a holistic framework for better understanding the institutional context, leadership, management, inter-government and cross-sectoral coordination and private sector participation. Finally, it identifies some of the key ongoing challenges in Brazil, and suggests areas for applied comparative research.

scholarly journals Key success factors for social services organizations in Poland

Management ◽  
2015 ◽  
Vol 19 (2) ◽  
pp. 122-135
Author(s):  
Maria Kotas
Keyword(s):  
Social Services ◽  
Success Factors ◽  
Practical Knowledge ◽  
Theoretical Background ◽  
Organization Management ◽  
Social Service Organizations ◽  
Key Success Factors ◽  
Critical Success ◽  
Future Success ◽  
The Social

Summary The basic goal behind any action undertaken in an organization management is the will to achieve success. Key (or critical) success factors are the organization’s resources, competence and qualification that create its competitive advantage on a particular market at a given time, and are able to determine its possible future success. The aim of this article is the analysis of the discrepancies between the factual and perceived key success factors of the social service organizations. The results point to the management of social services organisations not possessing enough knowledge about the factors responsible for the success of the entities they manage. This signifies the need to equip the management of the social services organisations with a theoretical background and practical knowledge which will allow them to manage with the expected results.

Quality not quantity: Key success factors from the first decade of safety reports from the Research on Adverse Drug Events and Reports project (RADAR)

2009 ◽  
Vol 27 (15_suppl) ◽  
pp. 6559-6559
Author(s):  
C. Bennett ◽  
B. J. Edwards ◽  
C. C. Tigue ◽  
D. W. Raisch ◽  
D. M. Courtney ◽  
...  
Keyword(s):  
Drug Safety ◽  
Success Factors ◽  
Adverse Drug Events ◽  
Case Reports ◽  
Signal Generation ◽  
Drug Reactions ◽  
High Quality ◽  
Key Success Factors ◽  
Safety Signals

6559 Background: RADAR is the only independent academic pharmacovigilance organization funded exclusively by peer-reviewed grants. We describe the role of high quality case reports in the detection of drug safety signals. Methods: RADAR has identified 11 cancer-related adverse drug reactions (ADRs). Initial reports for small numbers of cases were obtained from our own institution, NU, (4 ADRs) or from referral centers (7 ADRs). Clinicians at these centers voluntarily provided brief case reports to RADAR, who submitted detailed case reports to the FDA/manufacturer. Clinicians were promised that patient/provider data would be kept confidential and that these data would be submitted as peer-reviewed manuscripts. Results: See Table. Conclusions: RADAR was successful at signal generation and amplification because it focused on quality, not quantity of case reports. Pharmacovigilance efforts that allow clinicians to complete brief forms, maintain confidentiality of patient and provider, and result in submission of collaborative manuscripts may improve early detection of drug safety signals initiatives in oncology. [Table: see text] No significant financial relationships to disclose.

Social-Media-Based Knowledge Sharing

2018 ◽  
Vol 14 (1) ◽  
pp. 19-29 ◽  
Author(s):  
Shouhong Wang ◽  
Hai Wang
Keyword(s):  
Social Media ◽  
Knowledge Management ◽  
Social Context ◽  
Qualitative Analysis ◽  
Knowledge Sharing ◽  
Traditional Knowledge ◽  
Success Factors ◽  
Social Dimension ◽  
Key Success Factors ◽  
The Social

Social media continues to proliferate. This article presents a qualitative analysis of twelve cases of social-media-based knowledge sharing. The analysis reveals six categories of knowledge sharing in the social context. The analysis indicates that personalization of the organization entities and socialization of the participation on social media for knowledge sharing are two key success factors. The findings suggest that the social dimension, which has been absent from the traditional knowledge management models, broadens the scope of sustainable knowledge sharing practices in the digital society.

scholarly journals DYNAMIC BUSINESS MODEL BASED ON RESEARCH IN POWER ELECTRONICS INDUSTRY

2013 ◽  
Vol 4 (4) ◽  
pp. 35-44 ◽  
Author(s):  
Jari Koskinen ◽  
Josu Takala ◽  
Joseph Sebuwufu Awali
Keyword(s):  
Power Electronics ◽  
Business Model ◽  
Dynamic Capabilities ◽  
Success Factors ◽  
Business Environment ◽  
Key Success Factors ◽  
New Business ◽  
Additional Value ◽  
Operational Excellence ◽  
Entrepreneurial Strategy

Abstract The recent global economic crisis has caused an uncertain and challenging business environment and has battered managements that are running businesses all over the world. This paper focuses on new capabilities that can be used successfully in a fast changing business environment for improving firms’ efficiency. This research utilizes constructive approach including interviews and case studies. The relevant findings of the study are the elements of the key success factors: entrepreneurial strategy, R&D to market performance, dynamic operational excellence and innovativeness with links to the key actions which have led to new business model called dynamic business model (DBC). This research focuses on power electronics business industry which at the same time is a limitation. This research helps directors and managers to think more widely and make better decisions for the success of the company. This research results bring additional value of the previous studies regarding a firm’s key success factors and dynamic capabilities.

scholarly journals A QUALITATIVE EMPIRICAL INVESTIGATION OF CONTRIBUTING SUCCESS FACTORS FOR SOFTWARE TESTING OUTSOURCING PROJECTS

2015 ◽  
Vol 77 (9) ◽  
Author(s):  
Fatin Filzahti Ismail ◽  
Rozilawati Razali
Keyword(s):  
Content Analysis ◽  
Software Testing ◽  
Success Factors ◽  
Empirical Investigation ◽  
Qualitative Approach ◽  
Structured Interviews ◽  
High Quality ◽  
Reasonable Cost ◽  
Relevant Factors

Software testing outsourcing is becoming attractive among organisations that desire to gain high quality products within reasonable cost while allowing testing experts to assure its quality. Despite these promising advantages however, organisations have yet to learn the factors that contribute to such projects’ success. The necessary planning and actions could not thus be taken towards the effort. Consequently, software testing outsourcing projects still fail. This study aimed to address this concern by collating the factors from previous research. The investigation continued by confirming the factors besides discovering other relevant factors from software testing practitioners. This study adopted qualitative approach where it employed semi-structured interviews involving five practitioners, who represented both client and vendor. The data were analysed using content analysis. The results show that there are two aspects to be considered, namely Process and People. The former contains nine factors and the latter comprises four factors. Each factor has specific elements, which delineates the characteristics or roles that it owns. The findings provide practitioners with understanding of conducting software testing outsourcing projects effectively.

Social Psychology and Fabrication

2021 ◽  
pp. 89-109
Author(s):  
Ansar Abbas ◽  
Muhammad Saud ◽  
Dian Ekowati ◽  
Fendy Suhariadi
Keyword(s):  
Social Psychology ◽  
Content Analysis ◽  
Social Change ◽  
Human Development ◽  
Social Cognitive ◽  
Individual Behavior ◽  
Future Research ◽  
Current Debate ◽  
Managerial Styles ◽  
The Social

This chapter aims to review the current debate on and investigate individual behavior and confidence in leaders and organizations. This is done through content analysis on recent studies on leadership, social psychology, and the characteristics of individuals, society, and organizations. This study proposes a model to discuss cognitive, human involvement, personality traits, and social fabrics. The current debate's significant contributions alert organizations and individuals (leaders) about human development and social transmission in social change. Some primary challenges have been discussed, such as employees' perception of the organization, managerial styles, socio-psychological and cognitive development. The chapter argues that the social cognitive theory's lens can enrich individuals, society, and organizations to reach future research suggestions.

Entrepreneurship in the Internet Age

2019 ◽  
Vol 15 (4) ◽  
pp. 21-30 ◽  
Author(s):  
Yenchun Jim Wu ◽  
Shih-Chih Chen ◽  
Chia-I Pan
Keyword(s):  
Sustainable Development ◽  
Success Factors ◽  
Business Models ◽  
Personal Characteristics ◽  
The Internet ◽  
Key Success Factors ◽  
Business Operation ◽  
Internet Age ◽  
Internet Economy ◽  
New Business

With the rapidly expanding Internet economy, new business operation models are emerging. Entrepreneurship and innovative business models have become a point of special interest in the Internet era, and are also drawing attention from scholars. This study used three perspectives to explore issues that require understanding in the Internet age in order to improve the survival rate and sustainable development of entrepreneurship. The three perspectives included the differences between the Internet age and traditional entrepreneurship, the personal characteristics of entrepreneurs, and the capital resources and financing of entrepreneurs. Through this study, readers can better understand the key success factors in the dynamic entrepreneurship process and engage in further related discussions.

scholarly journals An Innovation Value Chain in Project Based Companies: A Study of Indonesian Contractors

2020 ◽  
Vol 22 (2) ◽  
pp. 101-108
Author(s):  
Harijanto Setiawan ◽  
Ferianto Raharjo ◽  
Ay Lie Han
Keyword(s):  
Value Chain ◽  
Success Factors ◽  
Project Teams ◽  
Sustainable Business ◽  
Innovation Development ◽  
Key Success Factors ◽  
Top Managers ◽  
Depth Interview ◽  
A Company ◽  
Business Sectors

Innovation is one of the key success factors of contractors to achieve sustainable business. However, studies about innovation cannot be generalized to all business sectors. Therefore, special study about innovation that focuses on contractors in Indonesia is needed. The study is aimed to explore the process of innovation development in contractors, based on innovation value chain (IVC) approach. The qualitative analysis on the data that is collected from in depth interview with top managers of big contractors in Indonesia is carried out. This study found that innovations are generated mainly by project teams because they are involved directly in the project activities. The next phase is to test the idea of innovation in the selected projects in order to assess whether the innovation works well or not. Finally, the selected innovations will be set as a company standard and will be implemented in the subsequent projects.

scholarly journals BUSINESS MODEL TRANSFORMATION IN THE GERMAN ENERGY SECTOR: KEY BARRIERS AND DRIVERS OF A SMART AND SUSTAINABLE TRANSFORMATION PROCESS IN PRACTICE

2021 ◽  
Vol VIII-4/W1-2021 ◽  
pp. 73-80
Author(s):  
D. Meyer ◽  
J. Fauser ◽  
D. Hertweck
Keyword(s):  
Success Factors ◽  
Business Models ◽  
Energy Sector ◽  
Transformation Process ◽  
Structured Interviews ◽  
Sustainable Business ◽  
Recommendations For Action ◽  
New Business ◽  
Sustainable Business Models ◽  
New Business Models

Abstract. The energy sector in Germany, as in many other countries, is undergoing a major transformation. To achieve the climate targets, numerous measures to implement smart energy and resource efficiency are necessary. Therefore, energy companies are experiencing increasing pressure from politics and society to transform their business areas in a sustainable manner and implement smart and sustainable business models. Consequently, numerous resources are expected to flow into the development and implementation of new business models. But often these efforts remain unsuccessful in practice. There is a large amount of literature on barriers and drivers of smart and sustainable business models in the energy sector. But what are the factors that companies struggle with most when developing and implementing new business models in practice? To answer this question, the results of a systematic literature review were evaluated by conducting semi-structured interviews with experts of the German energy sector. Six categories of transformation barriers were identified: Organizational, Financial, Legal, Partner-Network, Societal and Technological barriers. To overcome these barriers, recommendations for action and key success factors are outlined by the experts interviewed. The interview study validates key barriers and drivers in terms of their significance in practice in the German energy sector and makes recommendations to advance the smart and sustainable transformation of the energy sector.

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