Abstract This is the first part of our three part comparative study of Technology Business Incubators (TBIs) in China and India. For this we employ the integrative framework developed by Mian (1997) and its adaptation to analyzing the performance of TBI, which uses three sets of variables for analysis: management and operational policies, services, and performance outcomes of TBI. The determinants we introduce into Mians‟s model highlight the financial, networking and organizational aspects of the incubation system. We present an overview comparison of TBIs in China and India which provides an overall understanding of TBI environment in these two emerging economies. We mainly focus on: objectives, structure and governance of incubators, selection of tenants/incubatees, funding for incubators and tenants, services provided by incubators, performance and outcomes. By analyzing the contexts for their emergence in both countries, we identify similarities and differences between the two systems and explore the reasons for performance differences. This paper prepares the ground for the next stages of the research which involves national surveys of TBIs and tenants to explore the strength and weaknesses of the TBIs in these two countries and compare the success or failures of incubatees/ tenants of incubators in China and India which will help to identify policy learning for both countries in particular and also for other developing countries in general. The contribution of our paper is twofold: first, the adaptation of the integrative framework developed by Mian (1997) and the second, the comparative study of two major emerging economies which fills an important gap in the TBI literature.

M.A. / The impact of the New Economy on the enterprise is major and the change drivers required for success are pervasive and significant. At the same time traditional geographic boundaries to the flow of information and commercial transactions disappear. To position for success, the requirement to develop the capability to manage risk and operate under high levels of uncertainty becomes as important as the capacity for change. This demands a paradigm shift in management’s approach away from “the answer” to an approach which allows for portfolio management and the ability to investigate, fund and manage approaches to multiple strategic and operational options. The strategic challenges lies in when to lead and when to follow, the organisational challenge then becomes building flexibility, environment-sensing capabilities and an internal capacity to develop, nurture and harness knowledge and innovation. Whilst the benefits of leveraging innovation as a strategic business growth driver is accepted, the management of the process of doing so is manifestly difficult in most enterprises. This is due to outdated management processes and organisational structures, cultural prejudices caused by the enterprise being more comfortable with core activities and a lack of adequate skills within the enterprise to research, develop and manage innovative ideas to fruition. Enterprises can manage this process of leveraging innovation in a number of ways by inter alia, staff management via continuing education and training, a corporate culture with such characteristics as: “Off-line” innovation time, internal competition, knowledge management tools, cross- functional meetings, a knowledge capture Intranet, etc. and an organisational accountability which relates to a well-defined process that affords the enterprise and its employees the opportunity to move ideas across organisational boundaries without being inhibited by the usual organisational politics and turf-protection. An approach to this is via strategic internal consulting groups or a “New Ventures” division – essentially entities set up to incubate and manage new business opportunities Such a new venture division or business incubator requires as a critical component an established process and evaluation methodology to effectively manage innovation initiatives. This research will focus on the development, application and management of such a new ventures division along the structure of a business incubator. It is an accepted adage that all “healthy” enterprises generate and use knowledge, but this is, as with the management of innovation, easier said than done. Whilst many enterprises will simply hire smart people and leave them to their own devices, research have indicated that successful knowledge generation initiatives not only address the processes but also focus on the team structure and the internally on the working circumstances. Businesses faced with disruptive technologies such as the Internet find it very difficult to redesign or rearrange their organisational structures to face the challenges of the New Economy. Also there has always been a measure of distinct tension, between the boardrooms of enterprise and the technical, scientific or other resources on which the former depends for the creation of new wealth – the net result is that the role of the traditional “Corporate R&D” is being diminished. There is a strong perception that views the arrival of the incubator as an approach for corporates / enterprises to set this mindset apart and to get some speed, vitality, action and urgency back into enterprises inhibited by, inter alia, excessive bureaucracy. Although the concept of incubators has now surfaced in Europe and in South Africa, it is not new. What today underscores the interest is the success that enterprises like Idealab!, eToys, GoTo.com and NetZero achieved. The more comprehensive intra-enterprise or corporate incubators offer a range of services that exceed that of the traditional venture capitalist. Corporate incubation grew out of the realisation that innovation and entrepreneurship were severely limited by the typical corporate environment. In addition enterprises realised that they were losing their brightest talent and best innovative ideas as people left to start their own businesses. To this threat they responded by offering employees’ incentives to either build their ideas as enhancements to the current business, extensions or entirely as new spin-offs. These incentives were modelled on share participation, a "safe" best practice rich environment and access to corporate resources that in many instances culminated in corporate business incubators. Corporate incubators constitute a logical extension to knowledge management, innovation and R&D, as a means of profiting from intellectual capital and extending competitive advantage. Indeed it has been said that the only sustainable competitive advantage is continuous innovation. Incubators of various types are sine qua non with the dot.com start-up ventures towards the latter part of the nineteen nineties. It was viewed as one of many approaches to capitalise on knowledge available and to allow for the fast tracking of innovative advances. Many of these start-up incubators failed and incubators became looked upon as not being the ideal vehicle for innovative quick-to-market and thus first mover advantage. Yet, the very nature of the approaches used in an incubator lends it to the harnessing of knowledge and innovation in an enterprise which can be applied as part of a process to gain a competitive advantage from engaging in such a process.

Thesis (Ph. D.)--University of Texas at Austin, 2003. / Vita. Includes bibliographical references. Available also from UMI Company.

Thesis (M.S.)--University of Wisconsin--Madison, 1966. / eContent provider-neutral record in process. Description based on print version record. Bibliography: l. 53-56.

Thesis (M. Sc.)(Technology Management)--University of Pretoria, 2005. / Includes summary. Includes bibliographical references . Available on the Internet via the World Wide Web.

Thesis (PhD) - Australian Graduate School of Entrepreneurship, Faculty of Business and Enterprise, Swinburne University of Technology, 2009. / A thesis is submitted in fulfilment of the requirements for the degree Doctor of Philosophy, Australian Graduate School of Entrepreneurship, Faculty of Business and Enterprise, Swinburne University of Technology - 2009. Typescript. Includes bibliographical references (p. 250-280)

This study investigated 157 business owners perceptions as to the importance of four value-added contributions to the development of their businesses through the early stages of their life-cycles. Literature suggested these value-added contributions to be: shared office services, business assistance, access to finance and business networks. The purpose of this research is to help business incubator managers solve the problem of how to allocate limited resources, in the form of value-added contributions, to multiple tenant businesses at different stages of growth. To do this an electronic questionnaire was used with a set of multiple choice questions that established the stage of growth that each business was in, and a constant sum exercise determined the perceived importance to each respondent of each of the four value-added contributions. Of the five early stages of growth proposed in the literature, these being existence, survival, growth, expansion and resource maturity, only four were represented in the data. Non-parametric tests for significance at a 95% confidence level showed that no significant difference existed in the perceived importance of any of the value-added contributions across stages of growth, however a clear indication of the relative importance of each value-added contribution within each stage of growth was identified. / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Thesis (MTech (Business Administration (Entrepreneurship)))--Cape Peninsula University of Technology, 2015. / The purpose of this study was to evaluate the impact of business incubators on survivalist entrepreneurs in the Cape Metropolitan Area. The question that guides this research is: What is the impact of business incubators on survivalist entrepreneurs in the Cape Town Metropolitan Area? This study was conducted in the context of economic growth and development, considering addressing the following problems: small business failure and the unemployment rate in South Africa. Although entrepreneurship is of greater importance to the growth and development of an economy, not all entrepreneurs are presented with the same opportunities and resources as others. As opposed to formal businesses, informal small businesses are normally discriminated against in terms of support, which is offered to them to necessitate their growth. The contribution that they make towards economic growth and development is often seen as insignificant. They lack opportunities that are enjoyed by large businesses and they suffer from discriminating policies, which has resulted in suppressed growth of these business ventures.

Business incubators are one of the state means intended to support small and medium-sized businesses. Business incubators supply beginner enterprisers with assistance and information necessary for initiating new businesses. The year of 1998 is considered to be the beginning of business incubators in Lithuania, as in the month of June in 1998 the first business incubator was officially registered in Kaunas. The business incubator of Telšiai region and the business incubator of Vilnija were registered in November of the same year and business incubator of Alytus was registered in December of this year. In January of 1999 the business incubator in Šiauliai was recorded. In the august of the year 2000 Kazlų Rūda business incubator was registered. Finally, in 2004 the seventh business incubator in Lithuania, which was established in Ignalina, began to function under the auspices of the state government. The main objective of business incubators is to support beginner enterprisers, to promote establishing new work places, to minimise (decrease) the risk of business operations and help businesses with initiative ideas yet short of financial resources to undertake self-sufficient practice and compete in the market successfully. In Lithuania businesses are held in the business incubator for three years. During the first year they pay 25% of rental taxes, during the second year they pay 50% of rental taxes and during the third year they pay 75% of rental taxes. The remaining sum is... [to full text]

Within the field of development, participation has become the normative approach in the past two decades. For development projects to be sustainable, the communication must be participatory in nature. For development projects to be sustainable and to actually contribute to the development of communities, communication has to be based on the participatory approach of development communication. Dialogue, empowerment that leads to independence and cultural identity are some of the most important principles of the participatory approach. The importance of communication aimed at development first became apparent during the modernisation paradigm. Modernisation is considered an evolutionary shift from a traditional view to a modern society. Development is seen as synonymous with westernization, industrialization and economic growth. Universities are under pressure from both the government and the industry to help with economic development and deliver graduates that can make a positive difference in their field of expertise (Grimaldi & Grandi, 2005). A university business incubator (UBI) is a business incubator located within a university. University business incubators facilitate and develop conditions and support systems that ensure young entrepreneurs with new ventures will function successfully. Business incubators support these entrepreneurs by giving them access to affordable facilities and resources such as secretarial support and office furniture. The focus is on providing entrepreneurs with specialised support, training and assistance, including research and development, risk capital and networking opportunities (Lalkaka, 1990:25). A UBI uses the university‟s resources, personnel‟s time and knowledge toward economic development efforts, reaping the benefits from the commercialisation of the university‟s own research (Grimaldi & Grandi, 2005; Mian, 1997). The Netherlands Initiative for Capacity development in Higher Education (NICHE) launched a programme in South Africa in February 2009. BEEHIVE (Bridging Business and Education by Establishing a Hub of Innovative Ventures and Expertise) is the university incubator of the North-West University‟s (NWU) Vaal Triangle Campus, which started with the operational phase of the programme in May 2012. The name was changed in 2011 to Bhive for marketing purposes. Against this background, the following research question was investigated: to what extent is the communication between stakeholders of the Bhive UI participatory? The researcher used a qualitative research method in order to collect the data. A literature study was conducted to explore the premises of the nature of the participatory approach in development communication for social change. Interviews with different stakeholders were conducted to determine their perceptions regarding the Bhive UI. Lastly, the researcher observed the Bhive UI over a period of two years. The research findings reveal that within the larger paradigm of heteroglossia there is room for improvement. This study pointed out the various areas for improvement and offered theoretically grounded recommendations. / MA (Communication Studies), North-West University, Potchefstroom Campus, 2014