Research

Participation by corporations in supporting higher education remains highly visible and controversial for academicians and practitioners. While best practices can be found, many gray areas exist in the actions and motivations for corporate citizenship behavior in relation to higher education. This paper reflects on the usefulness of the Cone (2010) corporate citizenship spectrum used in Clevenger?s (2014) organizational analysis case study, which examines corporate citizenship through the inter-organizational relationships between a public U.S. doctoral research university and six of its corporate partners.

The present study explores the socio-economic scenario of the South Asian region before and after the outbreak of the COVID-19 pandemic.

Entrepreneurs play a significant role in most economies. This role is even more critical in a developing economy like India. India is a culturally diverse, democratic, and economically ascendant nation. Academicians and business experts agree that India stands at the crossroads of becoming a ten trillion-dollar economy (PWC, 2014). For decades innovation has been a buzzword in Indian corporations that promises much but delivers very little (Irani, 2019). The need seems to be for a contextualized model that acknowledges cultural imperatives, that may aid intrapreneurial middle managers in India to innovate.