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Based on questionnaire data on a sample of Indian organizations, the paper identifies some of the internal and environmental generators of a vigorous mode of management labelled the pioneering-innovative (PI) mode. The internal generators — top management goals and policies — appear to be stronger shapers of PI than environmental variables. The primary generators appear to be management commit ment to attracting talented, creative staff; operating autonomy for managers; striving for greater efficiency; opportunistic diversification; and preference for marketing novel products/services. An opportunity-rich environment, a strong stakeholder orientation, commitment to the organization operating in frontier areas, and a mixture of organic and professionalist administrative policies seem to be significant secondary generators of PI. Several implications of the findings for socially engineering PI are developed.

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