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India is a country of socio-cultural diversity. Every society and culture existing in India is full of values, ethics and morality regarding good deeds. The exhaustive survey of corporate social responsibility (CSR) literatures from Indian philosophical perspectives observes many studies based on the socio-cultural and religious aspects. It has been observed all these philosophical views and concepts covering socio-cultural and religious backgrounds have received attention in the field of CSR. It is observed that almost all views have been fully explored in the context of CSR. Therefore this chapter tries to detect the drivers of CSR with all these philosophies prevalent in the culture of Indian society. This study utilises the hermeneutics, a qualitative research methodology which involves an in-depth study, critical analysis, thoughtful understanding and explanatory interpretation of the concepts of CSR originated from diversified Indian society and culture. In a nutshell, from these viewpoints and philosophies of different cultures, CSR is seen from an inside-out perspective.

Tucked in the back of Venkataraman’s 1997 work on the distinctive domain of entrepreneurship (DDE) lies a pointer to a question each individual must face when choosing to start a new venture; “is entrepreneurship worth it?” Inventorying costs associated with risk, uncertainty, and illiquidity against surpluses from financial and psychological factors unique to entrepreneurship, Venkataraman tempts readers to tally entrepreneurial returns. The authors summarize and integrate an academic study of these various cost and return components over the past 20 years using Venkataraman’s original framework. The authors find the answer to the question of “is entrepreneurship worth it?” varies with time. Researcher’s answer to the question has shifted from an early view that entrepreneurs sacrifice financial gain in exchange for soft psychological benefits to a more positive view that entrepreneurs are rewarded both financially and psychologically for the unique costs borne in the DDE. But the rewards are not immediate. In entrepreneur time, break-even emerges by gradually overcoming an initial deficit. As surpluses accrue, returns to entrepreneurs likely eventually exceed those of their wage-earning peers.

The world in which companies operate today is volatile, uncertain, complex, and ambiguous, thus subjecting contemporary forms to an array of risks that challenge their viability in an increasingly competitive landscape. Organizations that cling to their traditional ways of operating impede their ability to survive while those able to embrace evolving changes and lever their strategic response capabilities (SRCs) will thrive against the odds. The possession of such capabilities has become a prominent explanation for effective adaptation to the impending changes but is rarely analyzed and tested empirically. Strategic adaptation typically assumes innovation as an important component, but we know little about how the innovative processes interact with the firm’s SRCs. Hence, this study investigates these implied relationships to discern their effects on organizational performance and risk outcomes. It explores the effects of SRCs and the role of innovation as intertwined adaptive mechanisms supporting strategic renewal that can attain superior performance and risk effects. The relationships are analyzed based on a large sample of US manufacturing firms over the decade 2010–2019. The study reveals that firms possessing effective SRCs have the ability to exploit opportunities and deflect risky situations to gain favorable performance and risk outcomes. While innovation indeed plays a role, the precise nature and dynamic effect thereof remain inconclusive.

An important precondition for resource redeployment is that firms are aware of the commercial applications for which their resources can be used. We take an inventing-firm perspective and ask: how many new commercial applications will a firm associate with an existing technological invention? We note that both technological and organizational characteristics determine the number of distinct applications firms consider feasible for a given technological invention. In particular, we suggest that inherently fungible technologies, that is, technologies that have a broad impact on other technological fields (highly general technologies), will be associated with a larger set of commercial applications. We also suggest that linking applications to an inherently general technology can be challenging when the technology is already embedded in organizational (commercial) routines. Proprietary data from an online marketplace allow us to investigate the applications firms consider feasible for their technological inventions. In line with extant work, a firm assigns a greater number of applications to more general technologies. As expected, however, this relationship is shaped by how the technology is embedded within the organization. Our results have implications for redeployment as firms may face challenges in the initial step of redeployment when fungible resources need to be linked to emerging market opportunities.

Corruption in India reached a crescendo between 2011 and 2013, with the exposure of the 2G Spectrum scandal and the “Coalgate” report fiasco at the top of all recent events. The largest working democracy is under the scanner. As the third largest economy in Asia, a nuclear power, and an information technology powerhouse, India has a lot to clean up. Current experience shows the failure of the top investigative agencies and the lack of political will to tackle corruption. The spate of high-level corruption scandals has also led to a popular movement in 2011, which also fizzled out, including the newly introduced “Anti-Corruption, Grievance Redressal and Whistleblower Protection Act, 2011.” This chapter examines the several issues involved.