To study the role of business incubators in the economic growth of India, it is imperative to understand whether or not incubators reduce the mortality of start-ups. Are incubators instrumental in providing an effective platform for accelerating the growth of start-ups? Do the existing incubators meet the expectations of start-ups? Are incubated start-ups able to attract funding from venture capitalists? These are only some of the questions that fall within the scope of this research. In this book, the authors explore the subject in-depth in an attempt to respond to them. For the purpose of this study, primary and secondary research data were used. In the context of American, European and Chinese incubator industries, this data was readily available. However, due to its nascent stage, there was not enough secondary data available in the context of the Indian incubation industry. Therefore, primary research was carried out. Thus, in order to design the research, structured interviews with the founders of start-ups and incubator managers were conducted. The findings of the study reveal that, despite the gaps between the offering of incubators and the expectations of start-ups, there is a positive impact of business incubators on job creation, wealth generation and the creation of intellectual property.

Change can take place in various forms, gradual or abrupt, incremental or transformational. It is a requirement in modern day society that everyone, whether at individual or organisational level, understands the softer nuances of this concept and prepares for it. During scenarios of change interventions, the role of human resources (HR) becomes highly crucial, even as the perception towards it becomes ambivalent. This volume delivers a holistic view on the role of HR in organisational change. It is built on the various theoretical models of change and provides a dramatic sequence of issues in change management to gain a big picture thinking for HR managers and weaves through why, how and what perspectives to change management. Human Resources Management for Organisational Change offers a comprehensive coverage of the changing role of HR as it relates to organisational change theories and models, strategy, changing business environment and implications, organisational culture, leadership, resistance management, and high performance work practices (HPWP) to support change management and cost of no-changers. It is unique in that it covers the entire gamut of organisational change as well as HR. It will be of value to researchers, academics, professionals, and students interested in learning more about how organisational change can improve productivity and human satisfaction as well as the systematic approach to managing organisational change.

With the increased pace of global, economic and technological development, change has become an inevitable feature of any organisation to survive in the competitive market. If it is a planned change process, the HR practitioner can use any of the existing general models or theories of change and use suggestive interventions to increase effectiveness and capability to change itself. When the magnitude of change is unpredictable or the degree of the organisational process or systems is unorganised, the existing models or practice of planned change is still in the formative stage, and there is room for continuous refinement and improvement. This book will bridge this gap in the current organisational development and change literature by benefiting the HR practitioner with six real case studies. The cases bring out the interventions adopted, key activities associated with the successful implementation of interventions and the critical role played by HR in achieving organisational effectiveness. This book captures the transformational journey of a diverse set of companies and weaves various dimensions into a common coherent framework for the field of HRM in Change Management. The case studies illustrate six powerful organisational experiences, listing the major activities contributing to effective change management from motivating change, vision, support from key stakeholders, transition management to organisational and HR commitment for implementation. By demonstrating the role of HR as a 'change agent,' this volume will be valuable to researchers, academics, managers and students in the fields of human resource management and change management.

To study the role of business incubators in the economic growth of India, it is imperative to understand whether or not incubators reduce the mortality of start-ups. Are incubators instrumental in providing an effective platform for accelerating the growth of start-ups? Do the existing incubators meet the expectations of start-ups? Are incubated start-ups able to attract funding from venture capitalists? These are only some of the questions that fall within the scope of this research. In this book, the authors explore the subject in-depth in an attempt to respond to them. For the purpose of this study, primary and secondary research data were used. In the context of American, European and Chinese incubator industries, this data was readily available. However, due to its nascent stage, there was not enough secondary data available in the context of the Indian incubation industry. Therefore, primary research was carried out. Thus, in order to design the research, structured interviews with the founders of start-ups and incubator managers were conducted. The findings of the study reveal that, despite the gaps between the offering of incubators and the expectations of start-ups, there is a positive impact of business incubators on job creation, wealth generation and the creation of intellectual property.