Obituary of Prof Dwijendra Tripathi
Getting up this morning to the news that a cherished teacher passed away was not a happy start. Prof Tripathi wrote the Oxford History of Indian Business, the Oxford History of Contemporary Indian Business and the Concise Oxford History of Indian Business among many others. He wrote one of the earliest articles on Indian Entrepreneurship in the Economic and Political Weekly. He probably held the first ever chair professorship on entrepreneurship in India, the Kasturbhai Lalbhai Chair Professor of Business History and Entrepreneurship at IIM Ahmedabad. He was instrumental in setting up The Journal of Entrepreneurship and the Biennial Conference on Entrepreneurship – both of which can easily be seen as visionary acts.
Beyond all his academic accomplishments, Prof Tripathi was a wise human being. I don’t think there was anyone who disliked him. Anyone who came in contact with him left improved by his wise counsel. I have been one of those lucky ones. I had the pleasure of meeting and interacting with him on many occasions. I particularly enjoyed my conversations with Prof Tripathi when I was writing an article building on his work. They helped me not only develop the article but also become a better human being.
History and him remained inseparable. As a historian passes into history, Prof Dwijendra Tripathi will be remembered fondly for a long time to come.
When I started my research in 2015 on accelerators, there were very few scholars working on it and hardly a handful of papers published on the phenomenon. In the Babson College Entrepreneurship Research Conference (BCERC) 2017 there were probably three papers on the topic. My BCERC 2017 presentation was received well and provided good feedback. My conference paper was developed and eventually published in the Journal of Business Venturing — you can read it here: Accelerating strategic fit or venture emergence: Different paths adopted by corporate accelerators
Hence I was quite excited when I saw a tweet from Susan Cohen (an early scholar on the topic) that there were 10 papers in this year’s Annual Meeting of the Academy of Management (AOM). Quite an increase in a short span of two years! In fact I was happy to see that there were 9 papers and one symposium too. The symposium will have 5 additional papers — thereby taking the total count of presentations on accelerators to 14. Here is the list of papers with links to them.
Link to Papers (nine in all)
- Variance Decomposing of Accelerator and Cohort Effects Among London Startups — https://journals.aom.org/doi/10.5465/AMBPP.2018.80
Pace Yourself?: A Model of Varied Entrainment Responses in a Seed Accelerator — https://journals.aom.org/doi/abs/10.5465/AMBPP.2018.11158abstract
How inter-organizational relationships shape innovation in business accelerators — https://journals.aom.org/doi/abs/10.5465/AMBPP.2018.11488abstract
Entrepreneurial Acceleration: Exploring Accelerator Programs — https://journals.aom.org/doi/abs/10.5465/AMBPP.2018.12509abstract
Enhancing Human Capital with Social Capital via Entrepreneurial Learning in a Start-up Accelerator — https://journals.aom.org/doi/abs/10.5465/AMBPP.2018.12722abstract
High Growth, Innovation, and Business Accelerators:Differences Between Women- and Men-led Ventures — https://journals.aom.org/doi/abs/10.5465/AMBPP.2018.13720abstract
A Conceptual Examination Of Corporate Accelerators Versus Traditional Corporate Venturing Programs — https://journals.aom.org/doi/abs/10.5465/AMBPP.2018.14591abstract
The ‘Give and take’ of Mentorship Processes within Accelerators — https://journals.aom.org/doi/abs/10.5465/AMBPP.2018.15669abstract
Social Ventures, Impact Accelerators And Endorsement Signals: The Moderating Effect of Gender — https://journals.aom.org/doi/abs/10.5465/AMBPP.2018.16786abstract
Link to Symposium (with five presentations)
- Business Accelerators and the Development of Early-Stage Ventures — https://journals.aom.org/doi/abs/10.5465/AMBPP.2018.17606symposium
I am not attending the AOM 2018. But I hope to hear and learn from friends who attend the AOM. Exciting times for people researching entrepreneurship support and entrepreneurial ecosystems.
As shared earlier I defended my doctoral thesis in April 2018. On 30th June 2018 Entrepreneurship Development Institute of India (EDII) hosted the 19th Convocation of its Academic Programs. Happy to share that I participated in the convocation and received my “Fellow in Management” title. Incidentally I am EDII’s First Fellow.
Here are some photos from the event:
I am happy to share that my first FT50 journal publication just got online: https://www.sciencedirect.com/science/article/pii/S0883902617308376
My paper (co-authored with Dean A Shepherd) is published in The Journal of Business Venturing (popularly called JBV). JBV is widely accepted as the top entrepreneurship journal in the world. It is one of the top 50 journals in management too (an FT50 journal).
What is a FT50 journal? The Financial Times (FT) List of 50 Journals, popularly called “FT50” is considered the top journals in business and management. Publishing in them is considered prestigious. They are used to evaluate the research contributions while arriving at the top business school ranking. It is therefore not surprising that getting published in them is highly competitive and extremely rigorous. Here is a present list of the top 50 journals (FT50) – https://www.ft.com/content/3405a512-5cbb-11e1-8f1f-00144feabdc0
Hope to write more FT50s 🙂
Business Plans are an important and highly debated artefact in entrepreneurship. Since I teach and research this subject, I get asked this very often. I am one who believes that “planning” is more important than “plans” and have advocated this to all my students. There are enough opinions for and against writing business plans, but I think this article caught my fancy. The main message is — don’t plan early; don’t plan for too long; and keep planning alongside other activities.
I liked this article for a few reasons:
- It moves beyond the “should we?” debate
- It is a research based work and not an opinion
- It shows that it pays to plan
- It shows the pros and cons of planning for entrepreneurs
I think entrepreneurs must read the article. More importantly I think entrepreneurship educators must read this article.
Hope you enjoy reading it.
I am pretty curious about what makes certain organisations sustain an innovative culture while most others struggle and stagnate. This led to me to explore Corporate Innovation and Entrepreneurship as one of my research areas.
Since teaching is a good way to learn, I also teach topics around my research interests. One such new course is what I recently taught titled “Designing and Leading the Entrepreneurial Organisation” for the post graduate students of The Entrepreneurship Development Institute of India (EDII). Since the course refers to a lot about how to create and sustain entrepreneurialness within organisations, our discussions revolved around two problems — stopping bad habits (those that stop innovation) and cultivating new habits (ones that catalyse innovation)! While most courses discuss the latter, very few discuss the former. Without taking care of the former, the latter may not really work. Is that really why many new initiatives to sustain corporate innovation not result in results?
Though the course is formally over now, here are links to two articles that I would have (will use in the next edition of my course) shared with my students:
How to banish bad habits from your company? — Link: https://www.strategy-business.com/article/How-to-Banish-Bad-Habits-from-Your-Company
Creating a culture of innovation — Link: https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/creating-an-innovation-culture
While many of our readings are from journals and magazines, both my students and me keep sharing newer materials to supplement our learning. These also help us enhance the quality of our discussions inside and outside the classroom.
I thought it might be useful sharing it here so that we could hear from what you, the reader, thinks as well.
What according to you helps create an innovative organisation?
Thats what my friend asked me when I told him that!! 🙂
Here is my rather boring explanation: Fellow Program in Management (FPM) is a doctoral level program offered by various institutes in India. The FPM is an All India Council for Technical Education (AICTE) approved four year doctoral program. When you complete the program successfully – which includes coursework, thesis and viva-voce/defence; you become a “Fellow”. The Indian Institutes of Management have been a pioneer in granting this title. In recent times many other institutes have been offered permission to run these programs. Note: All FPMs being offered are not AICTE approved. Kindly check.
Since I recently completed my FPM from The Entrepreneurship Development Institute of India (EDII), Ahmedabad, I am now officially a “Fellow” of the institute. Prof. Sunil Shukla (Director, EDII) was my research guide. Prof. Amit Dwivedi and Prof. Lalit Sharma (Faculty Members, EDII) were my thesis advisory committee members. Prof. Sasi Misra (Institute Professor, EDII) was my FPM Executive Committee Chair. Prof Mathew Manimala (earlier Professor, IIM Bangalore) was my examiner for the final viva-voce. Completing my FPM in front of an august group of Indian researchers, was both an honour and privilege. The photo on the right is a happy memory captured after the defence and viva-voce with my Thesis Examination Committee (the five people who sat in my viva-voce).
EDII was the first institute to start a FPM (doctoral level program) in entrepreneurship in 2014. Since the institute’s FPM is focussed only on entrepreneurship, I think I can tell people that I am now officially a “Fellow” in Entrepreneurship.
My thesis was titled “Corporate Accelerators: A grounded study of motives, manifestations and measures”. I have a couple of papers based on my thesis under review in “Top Tier Academic Journals in Entrepreneurship”.
Thanks to all of you who helped me go through this long and arduous journey. I am now ready for a career in academics.