The Purpose of the paper is to develop a conceptual framework which suggests a relationship between organisational factors and exploratory and exploitative innovation types. We searched major databases like ABI/INFORM global, EBSCO, Elsevier's science direct, Springer link and Emerald full text. Most of studies were included from published sources. We explored the literature of organisational culture, motivational bases of the rewards system and leadership values which are responsible for increasing creative and productive output. Our study has attempted to identify common patterns and themes in the literature regarding the drivers that increase both sides of the organisational creativity. The paper discusses the role of culture, system and styles in the initiation and implementation phases of the innovation called herein exploitative and exploratory innovation.

Recent research acknowledges that networking constitutes an important aspect of entrepreneurial efforts for any organization. This aspect takes up an even bigger role in case of high technology firms that are in their growth phases. This exploratory study is an attempt to understand as to how various network characteristics evolve and contribute to the growth and success of any entrepreneurial firm in the Indian socio-cultural context. Specific focus was on exploring four important characteristics of firm network: Network Diversity, Network Inertia, Network Endorsement and Network Relational Mix. Entrepreneurs of ten Indian high-technology firms from National Capital region (NCR) were involved by explaining them the context of this study through intensive face to face discussions and asked to share their experiences using a descriptive questionnaire. The questions were framed around four network variables to be studied. Qualitative responses were received from seven of the ten entrepreneurs within the defined time frame. The inputs from these seven respondents were analysed using explanation building approach for case study analysis. Some of the findings of the study go well with the extant literature, thereby contributing to theory validation for Indian socio-cultural context. However, several new aspects came up whereby the findings don't seem to go well with the existing theories thereby leading to potential areas to be explored further. Such variations are discussed in the conclusion section and summarized point by point with respect to existing models. These could be potential areas of further study in the current context.

Among the service sector firms, knowledge-intensive business services (KIBS) are highly innovative. Traditionally, innovation has looked from a product or process innovation point of view. However, companies may also innovate in terms of their administrative processes and organizational structures, and this is referred to as Organizational Innovation (OI). Organizations have network relationships with their Customers (NC), Suppliers (NS), Select Competitors (NCOM) and Investors (NI). These networks are important sources of knowledge, technology and resources. Furthermore, the Culture for Innovation (CI) and Resources for Innovation (RI) within a firm needs to be considered. The study evaluates the role of NC, NS, NCOM, NI, CI and RI on OI. A cross-sectional survey of middle- to senior-level executives in KIBS firms in India was carried out, and it was found that CI and NI have a positive effect on OI, while NC has a moderately positive effect on OI. A culture for innovation in KIBS firms stimulates innovation. Strategic investors are able to bring knowledge from the outside world and thus play an important role in OI. Similarly, client relationships may foster OI as administrative processes, and organizational structures need to be aligned to the needs of the clients.

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