Entrepreneurial Problem Solving: Indian Culture, Firms and Innovation

This essay provides a critical analysis of entrepreneurial problem-solving within the context of Indian culture. It begins with an in-depth assessment of Indian culture, highlighting both positive and negative aspects that influence entrepreneurship. The essay explores specific cultural elements that either support or hinder entrepreneurial activities, providing examples of how these elements manifest in successful and struggling Indian firms. It also addresses how an international manager could navigate the Indian business environment, including adapting to cultural nuances and leveraging India's expertise in frugal innovation, applying stages in international corporate development and using Hofstede’s framework. The paper concludes by summarizing the challenges and opportunities for entrepreneurial ventures in India, emphasizing the importance of nurturing talent and understanding societal culture to foster business growth.

Running head: ENTREPRENEURIAL PROBLEM SOLVING
Entrepreneurial Problem Solving
Name of the Student
Name of the University
Author’s note

1ENTREPRENEURIAL PROBLEM SOLVING
Introduction
The primary objective of the essay is to bring about a critical analysis of the culture
that is possessed in India. There is presence of both positive and negative points of Indian
culture and society. Inspite of this, India has seen rising up of many budding entrepreneurs
who developed firms for helping people, especially in the rural areas. In this essay, the
culture are broadly described and the future of the entrepreneurship in the context of such a
culture is critically evaluated.
In-depth Assessment of Indian culture
India can be regarded as a country that has a huge population crossing millions and a
large part of the population consists of people belonging to the rural areas. The giant
infrastructures seen in India have been primarily built by China (Swaminathan & Bansal,
2014). Still in recent years, there has been emergence of Indians who have been rapid and
clever in developing new things and innovative products (Banerjee, 2008). They are also
coming up with new ideas of moving forward in the business and helping the business to
stand out from its key competitors.
Specific elements of the culture supporting or hindering entrepreneurship
The culture of entrepreneurship has been driven by several attributes that relate to
lowering of tariffs, investment friendly regulations and red tape for less business. Another
factor enhancing the entrepreneurial activity could be the local market of India (Sun et al.,
2014). There is high demand for cheap products due to presence of people who are mostly
not rich. These demand has paved way for the rise of entrepreneurs in India. Along with this
there are also other factors such as cooperation, friendliness, strong build of relationship and
many more.
Examples of the cultural elements that are manifested in Indian Firms

2ENTREPRENEURIAL PROBLEM SOLVING
It has been noted that the Indian firms follow a social context while carrying out their
operations and societal culture plays a vital role in encouraging or discouraging the
upliftment of the newly emerging firms (Avloniti & Filippaios, 2014). The strong bond
between the members of a family and the collectivism that is also showcased between them is
immensely helpful in defining the operations of the current firms. This also helps in aiding
the entrepreneurial activities. Unlike China the most part of India’s success could be gifted to
the collective efforts that are brought upon by the large scale of entrepreneurs.
Adapting the culture of Indian business
Indians are best known for their hard work and dedication and the youth generation, if
trained properly could bring about huge success in the production of newly emerging firms.
Therefore, a manager who is planning to set up a business in India should look into the
cultural elements which are vital for running a successful business in the country. Other
societal positive elements could be a sense of belongingness, a faithful cooperation, a sense
of emotion in the building of relationship and many others.
Taking advantage of India’s expertise in frugal innovation
Using the nine dimensions as highlight in the GLOBE framework, the expertise that is
showcased by India could be put into action (Yeganeh, 2014). Some of the attributes of the
GLOBE network include collectivism of the institution and also among the groups and
performance orientation (Beugelsdijk, Maseland & Van Hoorn, 2015). The challenges faced
by India have made Indians strong in opening up to challenges and giving shapes to invention
of various innovative products. Examples such as Bharti Airtel and Tata Motors could be
cited in this context. Due to benefits in societal culture and the increased number of
innovative minds in India, it could be advantageous for managers to establish new business in
the country.

3ENTREPRENEURIAL PROBLEM SOLVING
Explanation of the critic’s position
The suitability of India as a country for the establishment of new firms could have
both advantages as well as disadvantages. It can be argumented that there has been
bureaucratic barriers and increased domestic competition which had paved way for the built-
in contractions of India (Swaminathan & Bansal, 2014). There has been a notion among the
companies that India is a very challenging place for business due to several factors such as
lack of stable resources, lack of trained professionals and a weak law of the government.
Though the above mentioned factors hinder the development of the process of
entrepreneurship and the growth of newly emerging businesses, there lies still good
opportunities in the hands of the managers. Due to presence of creative minds and
embodiment of innovative creations, there is huge opportunity for the managers to nurture the
talents and make fruitful business out of it. There is presence of strong conspicuous societal
culture that aids to this factor. Due to all these reasons the managers could easily establish
innovative businesses and firms in India overlooking all other negative factors.
Conclusion
From the above report it can be concluded that India has many complications as far as
setting up of entrepreneurial firms is concerned. Still could be moulded into a better place for
doing business by proper nurturing of talents and societal culture.

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Annotated Bibliography
Banerjee, S. (2008). Dimensions of Indian culture, core cultural values and marketing
implications: An analysis. Cross Cultural Management: An International Journal, 15(4),
367-378.
According to Banerjee (2008), culture constitutes of shared values, assumptions as well as
understanding of the goals and objectives of the organisation in such a way that these
elements could be passed on to the next generation of the company. Different set of values
and ideas that help in communication and interpretation could also come under this context.
These are the important elements of culture as reflected by the Indian firms.
Sun, G., D’Alessandro, S., W. Johnson, L., & Winzar, H. (2014). Do we measure what
we expect to measure? Some issues in the measurement of culture in consumer
research. International Marketing Review, 31(4), 338-362.
According to Sun et al. (2014), There is presence of many dimensions of culture which are
related to consumer behaviour and constitute important parts of the Globe framework. Some
of the nine dimensions of Globe framework include avoidance of uncertainty, human
orientation of work, and many others.
Yeganeh, H. (2014). Culture and corruption: A concurrent application of Hofstede's,
Schwartz's and Inglehart's frameworks. International Journal of Development
Issues, 13(1), 2-24.
According to Yeganeh (2014), an application of Hofstede’s framework could be visible when
a culture could be defined as a collection of programmes of the mind that are innovative and
makes the members of the group stand out from other category of members. This principle
can also be exploited positively by managers for providing opportunities to the newly
emerging innovative groups of India for showcasing their talents.

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References
Avloniti, A., & Filippaios, F. (2014). Unbundling the differences between Psychic and
Cultural Distance: An empirical examination of the existing
measures. International Business Review, 23(3), 660-674.240.
Banerjee, S. (2008). Dimensions of Indian culture, core cultural values and marketing
implications: An analysis. Cross Cultural Management: An International
Journal, 15(4), 367-378.
Beugelsdijk, S., Maseland, R., & Van Hoorn, A. (2015). Are Scores on H ofstede's
Dimensions of National Culture Stable over Time? A Cohort Analysis. Global
Strategy Journal, 5(3), 223
Sun, G., D’Alessandro, S., W. Johnson, L., & Winzar, H. (2014). Do we measure what we
expect to measure? Some issues in the measurement of culture in consumer
research. International Marketing Review, 31(4), 338-362.
Swaminathan, F., & Bansal, I. (2014). Indian culture and its reflection on advertising: A
perceptual study of advertising practitioners. Indian Journal of
Marketing, 44(12), 7-18.
Yeganeh, H. (2014). Culture and corruption: A concurrent application of Hofstede's,
Schwartz's and Inglehart's frameworks. International Journal of Development
Issues, 13(1), 2-24.