Effect of Business Incubator Programmes on Start up Growth and Sustainability in Pune City Article Swipe
Abstract Pune is a major Information Tech, manufacturing and educational centre of India. Over the past years, the city has a number of business incubator and accelerator programmes for entrepreneurs. This paper looks at how these Business Incubator Programmes (BIPs) affect two important dimensions of a start - up: Growth - which is gauged by scalability, funding and job creation; and Sustainability - which is gauged by long term viability and resilience. In order to succeed, the examination finds that three integral factors have primary importance in the uniting and success of a BIP- the excellence of mentorship, the availability of strategic capital networks and the formation of a local collaborative ecosystem that mirrors the local industrial structure of Pune. Although BIPs provide much needed early support, long term sustainability relies in the end on a start-up's capacity to transition from a subsidised incubator environment and become an independent player in the marketplace. This study examines the role and effectiveness of Business Incubator Programmes (BIPs) in enhancing start-up growth and sustainability within Pune City’s dynamic entrepreneurial ecosystem. Pune, known for its strong industrial, educational, and technological base, hosts several incubator initiatives that support emerging ventures through mentorship, financial access, and networking opportunities. The paper employs a conceptual and contextual analytical approach based on established economic and organizational theories such as the Resource-Based View, Social Capital Theory, and Organizational Learning Theory. Findings suggest that the success of BIPs in Pune is primarily determined by three factors: the quality of mentorship, access to strategic capital networks, and alignment with the local industrial ecosystem. While BIPs effectively accelerate early-stage growth by providing strategic guidance and financial bridges, long-term sustainability depends on start-ups’ ability to develop managerial maturity, financial independence, and enduring external networks. The study concludes that transition planning, alumni network support, and ecosystem collaboration are critical to sustaining the post-incubation success of start-ups in Pune.
Related Topics
Concepts
Incubator
Sustainability
Business
Excellence
Marketing
Social capital
Start up
Capital (architecture)
Order (exchange)
Entrepreneurship
Sustainable business
Quality (philosophy)
Industrial organization
Process management
New Ventures
Strategic management
Job creation
Business Model Canvas
Strategic planning
Conceptual framework
Venture capital
Economic growth
Business model
Environmental resource management
Financial capital
Operational excellence
Economics
Total quality management
Sustainable development
Metadata
- Type
- article
- Landing Page
- https://doi.org/10.5281/zenodo.17556798
- OA Status
- green
- OpenAlex ID
- https://openalex.org/W7104452219
All OpenAlex metadata
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- OpenAlex ID
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https://openalex.org/W7104452219Canonical identifier for this work in OpenAlex
- DOI
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https://doi.org/10.5281/zenodo.17556798Digital Object Identifier
- Title
-
Effect of Business Incubator Programmes on Start up Growth and Sustainability in Pune CityWork title
- Type
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articleOpenAlex work type
- Publication year
-
2025Year of publication
- Publication date
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2025-11-30Full publication date if available
- Authors
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Khurpe, Ajay M.List of authors in order
- Landing page
-
https://doi.org/10.5281/zenodo.17556798Publisher landing page
- Open access
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YesWhether a free full text is available
- OA status
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greenOpen access status per OpenAlex
- OA URL
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https://doi.org/10.5281/zenodo.17556798Direct OA link when available
- Concepts
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Incubator, Sustainability, Business, Excellence, Marketing, Social capital, Start up, Capital (architecture), Order (exchange), Entrepreneurship, Sustainable business, Quality (philosophy), Industrial organization, Process management, New Ventures, Strategic management, Job creation, Business Model Canvas, Strategic planning, Conceptual framework, Venture capital, Economic growth, Business model, Environmental resource management, Financial capital, Operational excellence, Economics, Total quality management, Sustainable developmentTop concepts (fields/topics) attached by OpenAlex
- Cited by
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0Total citation count in OpenAlex
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| abstract_inverted_index.number | 23 |
| abstract_inverted_index.player | 151 |
| abstract_inverted_index.relies | 132 |
| abstract_inverted_index.strong | 185 |
| abstract_inverted_index.within | 175 |
| abstract_inverted_index.years, | 18 |
| abstract_inverted_index.Capital | 228 |
| abstract_inverted_index.Theory, | 229 |
| abstract_inverted_index.Theory. | 233 |
| abstract_inverted_index.ability | 283 |
| abstract_inverted_index.access, | 202 |
| abstract_inverted_index.capital | 104, 256 |
| abstract_inverted_index.depends | 280 |
| abstract_inverted_index.develop | 285 |
| abstract_inverted_index.dynamic | 178 |
| abstract_inverted_index.employs | 208 |
| abstract_inverted_index.factors | 84 |
| abstract_inverted_index.funding | 58 |
| abstract_inverted_index.mirrors | 115 |
| abstract_inverted_index.network | 301 |
| abstract_inverted_index.primary | 86 |
| abstract_inverted_index.provide | 124 |
| abstract_inverted_index.quality | 250 |
| abstract_inverted_index.several | 192 |
| abstract_inverted_index.success | 92, 238, 312 |
| abstract_inverted_index.suggest | 235 |
| abstract_inverted_index.support | 196 |
| abstract_inverted_index.through | 199 |
| abstract_inverted_index.uniting | 90 |
| abstract_inverted_index.Although | 122 |
| abstract_inverted_index.Business | 38, 165 |
| abstract_inverted_index.Findings | 234 |
| abstract_inverted_index.Learning | 232 |
| abstract_inverted_index.approach | 214 |
| abstract_inverted_index.bridges, | 277 |
| abstract_inverted_index.business | 25 |
| abstract_inverted_index.capacity | 139 |
| abstract_inverted_index.critical | 307 |
| abstract_inverted_index.economic | 218 |
| abstract_inverted_index.emerging | 197 |
| abstract_inverted_index.enduring | 291 |
| abstract_inverted_index.examines | 159 |
| abstract_inverted_index.external | 292 |
| abstract_inverted_index.factors: | 248 |
| abstract_inverted_index.guidance | 274 |
| abstract_inverted_index.integral | 83 |
| abstract_inverted_index.networks | 105 |
| abstract_inverted_index.start-up | 171 |
| abstract_inverted_index.succeed, | 77 |
| abstract_inverted_index.support, | 128, 302 |
| abstract_inverted_index.theories | 221 |
| abstract_inverted_index.ventures | 198 |
| abstract_inverted_index.Incubator | 39, 166 |
| abstract_inverted_index.alignment | 259 |
| abstract_inverted_index.concludes | 296 |
| abstract_inverted_index.creation; | 61 |
| abstract_inverted_index.ecosystem | 113, 304 |
| abstract_inverted_index.enhancing | 170 |
| abstract_inverted_index.financial | 201, 276, 288 |
| abstract_inverted_index.formation | 108 |
| abstract_inverted_index.important | 44 |
| abstract_inverted_index.incubator | 26, 145, 193 |
| abstract_inverted_index.long-term | 278 |
| abstract_inverted_index.maturity, | 287 |
| abstract_inverted_index.networks, | 257 |
| abstract_inverted_index.networks. | 293 |
| abstract_inverted_index.planning, | 299 |
| abstract_inverted_index.primarily | 244 |
| abstract_inverted_index.providing | 272 |
| abstract_inverted_index.start-ups | 314 |
| abstract_inverted_index.strategic | 103, 255, 273 |
| abstract_inverted_index.structure | 119 |
| abstract_inverted_index.viability | 71 |
| abstract_inverted_index.Programmes | 40, 167 |
| abstract_inverted_index.accelerate | 268 |
| abstract_inverted_index.analytical | 213 |
| abstract_inverted_index.conceptual | 210 |
| abstract_inverted_index.contextual | 212 |
| abstract_inverted_index.determined | 245 |
| abstract_inverted_index.dimensions | 45 |
| abstract_inverted_index.ecosystem. | 180, 264 |
| abstract_inverted_index.excellence | 97 |
| abstract_inverted_index.importance | 87 |
| abstract_inverted_index.industrial | 118, 263 |
| abstract_inverted_index.managerial | 286 |
| abstract_inverted_index.networking | 204 |
| abstract_inverted_index.programmes | 29 |
| abstract_inverted_index.start-up's | 138 |
| abstract_inverted_index.subsidised | 144 |
| abstract_inverted_index.sustaining | 309 |
| abstract_inverted_index.transition | 141, 298 |
| abstract_inverted_index.Information | 7 |
| abstract_inverted_index.accelerator | 28 |
| abstract_inverted_index.early-stage | 269 |
| abstract_inverted_index.educational | 11 |
| abstract_inverted_index.effectively | 267 |
| abstract_inverted_index.environment | 146 |
| abstract_inverted_index.established | 217 |
| abstract_inverted_index.examination | 79 |
| abstract_inverted_index.independent | 150 |
| abstract_inverted_index.industrial, | 186 |
| abstract_inverted_index.initiatives | 194 |
| abstract_inverted_index.mentorship, | 99, 200, 252 |
| abstract_inverted_index.resilience. | 73 |
| abstract_inverted_index.City’s | 177 |
| abstract_inverted_index.availability | 101 |
| abstract_inverted_index.educational, | 187 |
| abstract_inverted_index.scalability, | 57 |
| abstract_inverted_index.collaboration | 305 |
| abstract_inverted_index.collaborative | 112 |
| abstract_inverted_index.effectiveness | 163 |
| abstract_inverted_index.independence, | 289 |
| abstract_inverted_index.manufacturing | 9 |
| abstract_inverted_index.technological | 189 |
| abstract_inverted_index.Organizational | 231 |
| abstract_inverted_index.Resource-Based | 225 |
| abstract_inverted_index.Sustainability | 63 |
| abstract_inverted_index.entrepreneurs. | 31 |
| abstract_inverted_index.opportunities. | 205 |
| abstract_inverted_index.organizational | 220 |
| abstract_inverted_index.sustainability | 131, 174, 279 |
| abstract_inverted_index.entrepreneurial | 179 |
| abstract_inverted_index.post-incubation | 311 |
| abstract_inverted_index.start-ups’ | 282 |
| abstract_inverted_index.lang="EN-GB">Pune | 3 |
| abstract_inverted_index.lang="EN-GB">This | 157 |
| abstract_inverted_index.<p><em><span | 2, 156 |
| abstract_inverted_index.marketplace.<span> | 154 |
| abstract_inverted_index.Pune.</span></em></p> | 316 |
| abstract_inverted_index.<p><strong><em><span | 0 |
| abstract_inverted_index.</span></span></em></p> | 155 |
| abstract_inverted_index.lang="EN-GB">Abstract</span></em></strong></p> | 1 |
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| institutions_distinct_count | 1 |
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