Entrepreneurs are generally socially oriented individuals who are actively involved in community affairs. They also possess a strong sense of global trends and market opportunities. Additionally, these successful entrepreneurs prioritize building social trust among their colleagues and business partners, which leads to broad support and mutual benefits. In today’s highly competitive business environment, networking stands out as an essential tool for achieving success. Networking is crucial for startups to grow and thrive. It is a process of building relationships that work together to enhance. Networking is a way to reduce the risk of a new firm by improving its credibility and alleviating some of the problems experienced by startups, such as lack of funds, workplace issues, technology support, mentoring, expertise, marketing strategy, sales difficulties, and capital allocation issues ( Albourini et al., 2020; Ferreira et al., 2022).

The startup ecosystem in India is unique in the ways that it influences resource mobilisation and entrepreneurial networking. The nation’s post-pandemic recovery has been swift, and technology startups have spread geographically, with more founders and venture activity appearing outside of conventional hubs ( NASSCOM & Zinnov, 2023). Additionally, national entrepreneurship monitoring indicates that, following COVID-19, there were changes in the patterns of opportunity recognition and startup formation ( Global Entrepreneurship Monitor India, 2021–22). Additionally, business communication and informal platformed networking have accelerated in urban and semi-urban areas due to digital adoption (smartphones, UPI, messaging platforms) ( Hokmabadi et al., 2024).

Networking can involve one-time or continuing interactions and can be planned or unexpected. It involves the formation and maintenance of a variety of inter-organizational social ties depending on the needs of startups. Partnerships and familial ties are examples of these networks that have an impact on decision-making and business efficiency. These networks help the entrepreneur’s business in a variety of ways, including business growth, partner discovery, taking advantage of the right opportunity at the right time, and increasing visibility. Making relationships with the right people at the right time is important in networking. The survival and success of a startup depend upon the networking habits of the startup founders. Establishing and nurturing relationships with professionals across various industries enables business owners and professionals to access valuable resources, information, and opportunities. Networking serves as a means to expand knowledge, keeping individuals abreast of industry trends. Moreover, it can lead to valuable business partnerships, collaboration, and referrals, ultimately enhancing business outcomes. By tapping into a broad network of potential clients, investors, and partners, networking can significantly contribute to increased sales and revenue ( Ibrahim & Roslin, 2018). Networking also provides a platform for skill development and learning from industry experts and peers. Overall, it plays a pivotal role in broadening reach, gaining valuable insights, building strategic alliances, and driving growth and success.

Networking behavior in business refers to intentional actions aimed at establishing and nurturing connections to achieve specific business outcomes. Actively engaging in networking behaviors, such as cultivating internal and external contacts, participating in professional and community activities, and raising one’s profile within the company, allows organizations to expand their network and access diverse opportunities. This strategic approach enables businesses to leverage relationships and social connections for a competitive advantage, leading to various positive business outcomes ( Albourini et al., 2020).

Previous research has primarily focused on the role of networking in the early stages of business development, such as startup formation and initial growth. There is limited research on the challenges faced by entrepreneurs and startups in sustaining and expanding their networks as they progress beyond the startup phase ( Albourini et al., 2020; Ferreira et al., 2022). A review of existing studies reveals that most are predominantly quantitative, relying heavily on questionnaire-based methodologies. However, there is a noticeable gap in understanding entrepreneurs’ perceptions of networking behavior and its impact on their startups. This study seeks to bridge this gap by enriching the existing knowledge body and offering a fresh perspective on entrepreneurial networking practices. This research gap highlights the need for further investigation into the various aspects of networking in the context of startups, including understanding the role and impact of effective networking strategies, identifying supportive network members, exploring the timing and sequence of networking activities, and examining the influence of past working experience in the context of startups. The objective of this study is to understand the entrepreneur’s experience and examine the networking behavior of startups. An exploratory method was used to analyze the most important themes and concepts that drive networking behavior in Indian startups to do this. The paper is segmented into five main areas including literature review, methodology, findings, management implications, limitations, and future research directions.

It is commonly known that entrepreneurial networking is essential for identifying opportunities, mobilising resources, and expanding a business ( Burt, 2020). Networks give people access to market data, mentorship, financial resources, and social capital. However, most of the existing literature ignores the sociocultural and regional subtleties found in emerging economies like India in favour of concentrating primarily on Western contexts.

India has distinct socioeconomic characteristics that affect networking among entrepreneurs. Caste relations and the preponderance of family-run enterprises greatly influence social capital and resource accessibility. When establishing networks, entrepreneurs from particular caste backgrounds frequently encounter structural advantages or obstacles ( Rao et al., 2023). Furthermore, states have very different regional entrepreneurial ecosystems. Bangalore, for example, is well known for its booming tech sector, while Delhi offers a complex blend of established and new industries, such as fintech and healthtech ( Mehta & Sharma, 2021). We take into consideration local network formation patterns that might not coincide with global trends by placing the study in these contexts.

In India, networking is still significantly influenced by gender. In networks that are dominated by men, female entrepreneurs usually face obstacles that restrict their access to mentorship and funding ( Kaur & Banerjee, 2023). In a similar vein, social capital influences growth paths and entrepreneurial decisions and is frequently mediated by family and community networks. Taking into account gender-disaggregated data guarantees nuanced insights into how networking dynamics differ among entrepreneurs.

Networks are crucial to the post-COVID entrepreneurial recovery, according to recent studies. Startups used peer collaborations, online communities, and digital networks to access skilled labour, secure funding, and manage supply chain disruptions ( Patel et al., 2023; Singh & Rao, 2023). These post-2020 studies show that Indian entrepreneurs specifically relied on familial and regional networks, highlighting the significance of contextual analysis even though earlier research has highlighted the advantages of networking for crisis support ( Albourini et al., 2020).

The study has a strong foundation in social network theory, which highlights how the nature and structure of interpersonal and interorganisational relationships have a significant impact on entrepreneurial outcomes ( Granovetter, 1985; Uzzi, 1997). We can investigate the complex ways that networking affects startup performance, opportunity identification, and crisis management using this conceptual lens. Crucially, the study places these dynamics in the context of the Indian socioeconomic environment, taking into account elements that influence the creation, calibre, and usefulness of entrepreneurial networks, including caste, regional ecosystems, gender roles, and family-led business structures ( Burt, 2020; Raju & Kaur, 2023). Social network theory combined with these India-specific factors provides new insights into how social theory functions differently in emerging economies than in Western settings, providing contributions that go beyond simply validating preexisting findings.

Accordingly, this framework suggests that the creator’s ability to strike a balance between embeddedness and openness—using family trust for early survival while fostering weak-tie relationships for innovation and scaling—determines how effective entrepreneurial networking is, in addition to the quantity and quality of ties. The ability to sustain flexible, cross-border networks becomes a crucial factor in determining the success of FinTech and HealthTech startups, where regulatory navigation and knowledge diffusion are crucial.

A strong framework for comprehending these dynamics is offered by network theory. Resource access and entrepreneurial performance are influenced differently by strong and weak ties, network density, and structural gaps ( Burt, 2020). Weak ties frequently transcend immediate social circles in India, giving business owners access to capital, guidance, and market expertise from a range of socioeconomic backgrounds. Through the explicit integration of network theory with socio-economic factors unique to India, this study provides a comprehensive perspective that goes beyond simply validating previous findings.

Social networks affect entrepreneurial behavior, signifying that entrepreneurs with robust social connections are inclined to actively participate in entrepreneurial activities. Moreover, networking also provides startups with a platform to showcase their products or services, increasing visibility and attracting potential customers or clients ( Anderson et al., 2010; Ferreira et al., 2022). By networking startups can establish a strong support system and increase their chances of success in a competitive business environment ( Witt, 2004; Ferreira et al., 2022). The development of relationships both inside and outside the company as well as participation in professional events are examples of networking behaviors that have a favorable impact on the success of entrepreneurial ventures. The networking behavior that has the biggest influence on the success of entrepreneurial startups is cultivating external contacts ( Albourini et al., 2020). In entrepreneurial incubation hubs, networking promotes the growth of start-ups by exchanging ideas and experiences. Networking is essential for promoting the entire incubation process and helping start-ups grow through the exchange of ideas and experiences. Startups must first establish a network to work together successfully ( Ferreira et al., 2022). Through the infusion of ideas and experiences, networking plays a critical role in facilitating the overall incubation process and assisting start-ups in their development. Start-ups can only successfully collaborate if they begin to network ( Karambakuwa & Bayat, 2023).

Three context-relevant dynamics that influence entrepreneurial networking in India are highlighted in recent empirical and policy reports; as a result, they demand special attention. First, family networks frequently provide legitimacy, informal finance, and crisis support; family businesses and family ties continue to be a significant source of social capital and early-stage resources in India’s small-firm sector ( SPJIMR Centre for Family Business & Entrepreneurship, 2023). Second, while Bengaluru and the Delhi NCR continue to be important hubs, a bigger percentage of new businesses are now originating from tier-2 and tier-3 cities, which is altering the makeup of the institutional and external connections that are available ( NASSCOM & Zinnov, 2023). Third, the COVID-19 pandemic fast-tracked digital adoption and changed the way entrepreneurs networked: sectoral online communities, virtual mentoring, and messaging platforms like WhatsApp have become key hubs for quick information sharing, market intelligence, and ad hoc problem solving ( Petropoulou et al., 2024; Hokmabadi et al., 2024).

Strong and weak ties on social media offer various forms of support, which is crucial for the growth of startup businesses. The most helpful contacts for startups were friends, business angels, and business partners, but they also leverage weak ties to get different kinds of help. Although business incubators were utilized by a large number of entrepreneurs, their assistance in creating external networks and connections was not well recognized ( Durda & Ključnikov, 2019). Formal and informal networking is crucial to the success of a startup ( Sharafizad, 2014). Formal networking refers to intentional and structured efforts to establish connections with other professionals and organizations ( Witt, 2004). On the other hand, informal networking refers to the natural and spontaneous relationships that develop through day-to-day interactions and personal connections. These informal networks often include friends, family, colleagues, and mentors who can provide support, advice, and potential business opportunities ( Abou-Moghli & Al-Kasasbeh, 2012; Albourini et al., 2020; Gloor et al., 2018; Ferreira et al., 2022). The combination of both formal and informal networking can provide startups with a wide range of benefits. Formal networking allows startups to expand their professional network, connect with industry leaders and experts, and gain access to valuable resources such as funding opportunities, partnerships, and market insights. On the other hand, informal networking helps startups build relationships based on trust and personal connections. These relationships can provide emotional support, mentorship, and access to informal knowledge and advice. Additionally, formal networking can provide startups with credibility and visibility within their industry, enhancing their reputation and attracting potential customers or clients ( Klerk & Saayman, 2012; Sharafizad, 2014; Stuart & Sorenson, 2007). On the other hand, informal networking offers startups a support system of trusted individuals who can provide guidance, feedback, and referrals ( Sharafizad, 2014; Witt, 2004).

Particularly in the post-COVID era, recent studies emphasise the vital role that entrepreneurial networks play in bolstering startup resilience. In times of uncertainty, networking makes it easier to access resources, share knowledge, and form strategic alliances—all of which are critical for survival and expansion ( Sharma & Gupta, 2023; Li & Wang, 2024). Although previous research mostly concentrated on Western settings (e.g., Witt, 2004; Stuart & Sorenson, 2007), new data indicates that regional and cultural factors have a big impact on network dynamics in India. For example, social connections and family-run businesses are important in crisis support and resource mobilisation ( Kumar & Rao, 2023). According to post-pandemic research, Indian startups are using digital networking platforms more and more to get around geographic restrictions and access funding, opportunity for collaboration, and mentorship ( Patel et al., 2023). By going beyond the replication of earlier Western-centric insights and providing context-specific contributions to theory and practice, these findings highlight the necessity of studying entrepreneurial networking within India’s distinct socio-cultural and economic landscape.

Networks play a critical role in the performance of small businesses during both their startup and expansion phases. A study discovered a favorable correlation between small business performance throughout both the startup and expansion phases and the utilization of entrepreneurial networks. As a company advances from the start-up to the growth stage of the business life cycle, small business performance improves ( Tendai, 2013). In the early stage, networks are crucial for information and resource access, and performance is positively impacted by these networks ( Tendai, 2013). The development of critical capabilities through networking is particularly important in the founding, start-up, and production phases ( Laurell et al., 2017). As startups expand, strategic alliances and specific ties become more beneficial ( Chu and Yoon, 2021). However, the size and occupational background of the network can also influence the success of the startup ( Greve, 1995). The importance of establishing strong relationships at the beginning of network formation is emphasized ( Jørgensen and Ulhøi, 2010). Depending on their business phase and startup incentives, women entrepreneurs have different networking behaviors and structures within their networks. In the pre-startup stage, there were no variations in the networking practices and frameworks of the various categories of female entrepreneurs; nevertheless, during the startup and established stages, disparities surfaced ( Sharafizad and Coetzer, 2017).

Prior experience of entrepreneurs is positively correlated with business performance in a minor but significant way, with the experience and cultural context acting as moderators ( Jiao et al., 2023). Previous work experience and the success of entrepreneurial enterprises were found to be positively correlated by a study ( Siddique et al., 2022). An entrepreneur’s decision to pursue a business takeover or launch a new firm is influenced by their prior job experience. Starting a new business as a means of pursuing entrepreneurship is more likely when one has both management experience and experience in the same industry ( Xi et al., 2018). The previous experience of entrepreneurs allows them to identify opportunities, anticipate challenges, and make informed decisions ( Dorcas et al., 2021). Work experience equips entrepreneurs to navigate the challenges of running a business and increase their chances of success ( Lee & Tsang, 2001). Prior work experience plays a significant role in an entrepreneur’s skills and knowledge, influencing his or her ability to recognize and act on opportunities, manage new ventures, and address the changing role of a business founder ( Martin and Smith, 2010). This experience can also decrease uncertainty and motivate entrepreneurs ( Othman et al., 2016).

Startup owners who are between 30-50 years old represent the largest demographic profile, followed closely by those over 50 years. Conversely, the youngest age group, under 20 years, constitutes a lower percentage in the study. The startup age is between one to five years of operating a startup, some of the startups are based on Fintech, Edtech, and Healthtech. The Fintech and Health sectors seem to be a popular choice for startup sectors, followed by the education sector. Networking across various sectors and business models is vital for survival, growth, and legacy planning. Four main themes during the interviews and after the coding analysis of the interviews.

Theme 1- Role of networking in the success of startups

Theme 2- Supportive environment and people for networking

Theme 3- Crucial stages of networking

Theme 4- Role of the prior work experience of an entrepreneur

Each theme is analyzed explicitly with the support of past literature, references, and a network diagram to gain deeper insights into this study.

This qualitative analysis revealed that networking is an important tool that ranges from accessing new opportunities and resources to fostering adaptability, innovation, and brand building, which aligns with previous studies ( Ford & Mouzas, 2013; Ferreira et al., 2022). This study further supports the importance of networking as a crucial tool for accessing new opportunities and resources and fostering adaptability, innovation, and brand reinforcement. Additionally, the study highlights the alignment of these findings with previous studies that emphasize the significance of networking in achieving business success ( Ford & Mouzas, 2013). Networking is a multifaceted tool that not only facilitates career growth and collaborative problem-solving but also plays a vital role in community building, competitor analysis, and continuous learning. Crucially, during times of crisis, the strength of one’s network becomes most evident as members rally to offer expert counsel, unwavering moral support, and crucial connections to specialist resources. This collaborative effort helps in a problem-solving approach that opens doors to unforeseen opportunities and bolsters the resilience of startups. It also drives the benefits of networking, such as accessing specialized expertise, maintaining connections, and facilitating ongoing personal and professional development ( Ferreira et al., 2022). By understanding the significance of each aspect, individuals and businesses can prioritize their networking efforts effectively to achieve specific goals, whether by expanding their brand’s visibility, securing funding, or fostering collaborative partnerships.

Although our results are consistent with earlier research that shows the useful advantages of entrepreneurial networks, we go beyond that research by identifying three mechanisms unique to India that describe how networks function in the context of Indian startups. First, family and community safety nets: tight family and community ties frequently offer quick moral, reputational, and localised problem-solving support that replaces some formal resources, rather than just serving as avenues for financial rescue. Second, platformed micro-networks: our sample of entrepreneurs reported using sectoral online forums, alumni channels, and WhatsApp groups strategically as quick, high-speed tools for market intelligence and troubleshooting. This shift was exacerbated after COVID-19 and was documented in the literature on SMEs’ digital adaptation ( Petropoulou et al., 2024; Hokmabadi et al., 2024). Third, stage-contingent tie activation: founders rely more and more on weak, external ties for market diversification and scaling, but they primarily activate dense, trust-based ties during the ideation and early legitimacy phases. This study goes beyond “networking helps” to demonstrate which networks matter, when, and why in India’s changing ecosystem by defining these mechanisms and their boundary conditions (family vs. non-family founders, metro vs. non-metro).

Formal networking can provide startups with credibility and visibility within their industry, enhancing their reputation and attracting potential customers or clients ( Klerk & Saayman, 2012; Sharafizad, 2014; Stuart & Sorenson, 2007). This research revealed that formal networking serves as the lifeblood of startup success, acting as a multifaceted catalyst for growth and resilience. It operates as a dynamic engine that propels ventures forward, facilitating pivotal roles such as forging strategic partnerships, securing crucial investments, expanding customer bases, and nurturing a culture of innovation. By engaging with fellow entrepreneurs and ex-bosses, individuals gain not only invaluable support but also access to a wealth of insights and potential avenues for investment. Additionally, some participants have argued that business coaches also emerge as significant people in networking circles, offering valuable mentorship and guidance to entrepreneurs, which aligns with the past literature ( Ferreira et al., 2022). Guidance for personal and professional development emanates from a plethora of sources, including seasoned industry veterans, dedicated mentors, and vibrant online communities. This study underscores the importance of strategic networking efforts, which guide individuals and businesses toward avenues that offer the greatest potential impact and opportunities for growth.

It has also been found that networking is moderately important at the initial/early stage, serving as a critical means to establish initial connections and garner support from the entrepreneurial community. Conversely, some participants feel that as businesses progress into the expansion and growth stages, networking becomes increasingly important, with higher densities indicating widespread adoption to access new markets, forming alliances, and sustaining scalability, which aligns with the findings of some researchers ( Ford & Mouzas, 2013; Pittaway et al., 2004). While the importance of networking persists throughout a venture’s lifecycle, its significance is particularly pronounced during nascent stages. Here, it serves as a vital conduit for market feedback, the formation of strategic alliances, and the navigation of early-stage challenges, laying the groundwork for sustained growth and success. Notably, networking during the decline stage, while relatively important, exhibits a lower prevalence, possibly indicating a shift in focus toward internal restructuring and crisis management. The acknowledgment of the stages of networking itself underscores the awareness of its dynamic nature throughout the business lifecycle.

Drawing upon past experiences, entrepreneurs use many different skills they have learned from past jobs to run their businesses. They learnt to communicate well, lead confidently, and understand the market they were in. They learnt these skills by talking to others at events, researching the market, and receiving advice from mentors. This helps them make smart choices for their business. These findings align with previous research showing that prior work experience plays a significant role in an entrepreneur’s skills and knowledge, influencing their ability to recognize and act on opportunities, manage new ventures, and address the changing role of a business founder ( Martin and Smith, 2010). This experience allows them to identify opportunities, anticipate challenges, and make informed decisions ( Dorcas et al., 2021).

We contrasted the networking dynamics of Indian startups with those of other emerging economies, including Brazil, Nigeria, and South Africa, in order to put our findings into context. Entrepreneurial networks are essential for sharing knowledge, mobilising resources, and providing crisis support in each of these nations ( Adegbite & Olawale, 2023; Silva & Pereira, 2024). However, there are noticeable variations due to institutional and cultural factors. For instance, Brazilian and South African startups frequently use official incubators and government programs, while Indian startups typically rely on family and caste-based networks to obtain early-stage funding and mentorship ( Nascimento & Costa, 2023; Van der Merwe, 2023). Like in India, informal networks in Nigeria offer vital assistance during times of economic instability, but they rely more heavily on peer-to-peer digital platforms ( Okafor et al., 2024). Our results show that although the advantages of networking are generally the same in emerging economies, India’s sociocultural structures and post-COVID digital platform adoption produce unique networking and resource access patterns, underscoring the significance of context-specific research.

Entrepreneurs are dependent mainly on their social networks to obtain crucial resources, information, and opportunities, underscoring the pivotal role that social connections play in entrepreneurship. Networking helps startups expand their reach, access valuable resources, build partnerships, gain insights, and stay abreast of industry trends. Since networking is essential at all stages of a startup, the nature and focus of the networks may change as the startup progresses, and small and new firms should focus on building networks along with their preparation of business plans. These early network relationships are crucial for sustained innovation in small entrepreneurial firms.

Another aspect of startup success is past work experience, which shapes an entrepreneur’s skills and knowledge. Entrepreneurs who have previously worked in similar industries or roles gain valuable insights, expertise, and a deep understanding of market dynamics. If an entrepreneur has previous work experience, he or she can use these contacts and connections for partnerships, funding, and mentorship. If he/she is a novice, the experience of his/her team or social/informal networks can serve as a valuable resource for knowledge sharing, collaboration, and accessing necessary resources. The strategic use of these connections helps in building credibility and gaining the trust of potential investors, clients, and partners. Since entrepreneurs with varied work experience exhibit greater entrepreneurial skills relevant to starting and growing a firm, starting a venture in a known industry increases the likelihood of success. The supportive environment of network members can be useful for improving interpersonal skills, communication, problem-solving, customer-centricity, continuous learning, strategic thinking, cultural sensitivity, global connections, collaboration, crisis management, and so on.

Specifically, we suggest the development of government-led networking hubs and incubators for women and rural entrepreneurs, aiming to enhance access to mentors, investors, and peer networks. Regionally tailored programs are also recommended to leverage local ecosystems and promote inclusive startup growth across India ( Sharma & Verma, 2023; Rao & Nair, 2021).

The empirical analysis in this study has limitations due to the relatively small sample size, so there might be more to learn by studying more people and using different research methods. To address this constraint, future research should adopt a mixed-methodological approach with a more extensive sample to enhance generalizability. Future research could explore additional factors, including family background, skills, recognition, and self-realization, to enrich the understanding of their impact on their startups. There is scope for utilizing larger datasets encompassing a wide range of startups to investigate cross-country variation in networking behavior. There is a need to look at how networking differs among men and women entrepreneurs. Additionally, there is a lack of research on the cultural and gender-related challenges that entrepreneurs and startups may face in networking. Exploring these challenges can provide valuable insights into the barriers that diverse entrepreneurs and startups encounter in networking and inform the development of inclusive strategies to overcome them.

We recognise that this study’s novelty is limited in terms of general networking behaviours, even though it supports a number of well-established findings on entrepreneurial networking. Nonetheless, our study offers distinct perspectives on the context unique to India. For example, cultural elements like trust-based relationships, hierarchical social structures, and family involvement in business influence networking behaviours differently than in Western contexts. Bangalore and Delhi’s different regions have an impact on mentorship opportunities, industry-specific networks, and resource accessibility. Additionally, gender dynamics in entrepreneurial networking became a significant factor, emphasising the ways in which female entrepreneurs navigate networks in a different way than their male counterparts. The literature is expanded beyond widely accepted principles by these context-specific insights, which help to provide a more nuanced understanding of networking behaviours among Indian startups.

The qualitative analysis of networking experiences was conducted among entrepreneurs through semi-structured interviews in which four main themes were explored: the role of networking in startup success, supportive network members, crucial stages of networking, and the influence of prior work experience on entrepreneurial skills. This study reaffirms the significance of networking in achieving business success. Formal networking has emerged as a critical aspect of startup success, providing credibility, visibility, and opportunities for growth. While networking remains important throughout the business lifecycle, its significance is particularly found in the early stages because it lays the foundation for sustained growth by facilitating market feedback, strategic alliances, and early-stage challenges navigation. Prior work experience plays a significant role in shaping entrepreneurial skills and knowledge, influencing the ability to recognize opportunities, manage ventures, and make informed decisions. By understanding and leveraging the dynamics of networking, entrepreneurs can effectively navigate challenges, capitalize on opportunities, and build successful startups.

The study’s conclusions highlight how intricate and varied entrepreneurial networking is in Indian fintech and healthtech companies. Although it is evident that networking makes it easier to access resources, mentorship, and crisis support, our data also highlight significant inconsistencies and nuances. Family-run business founders, for example, frequently rely on internal networks, which can both speed up early decision-making and reduce exposure to a variety of outside opportunities. Gender disparities also surfaced, with female founders pointing out that even with strong social capital, they had trouble connecting with some investor networks.

These inconsistencies imply that contextual elements like industry type, founder background, and local ecosystem affect how effective networking is. By incorporating these nuances explicitly, our research goes beyond broad assertions and offers a more comprehensive understanding of the functioning of entrepreneurial networks in India, especially in the context of post-COVID recovery.

Ethical approval was provided by the Institutional Ethical Committee of Manipal (MAHE) for this research endeavor, which was carried out as part of a Ph.D. study, and approval was given on 14 January 2023, under reference number IEC-2022-328. It ensures that all study participants provided informed consent in strict accordance with ethical norms. Before providing consent, participants were required to complete a consent form that was intended to ensure that they were fully informed about the study’s objectives, methods, and any risks and advantages of participating.

Participants have provided written consent in the form of yes and no statements in the data sheet while collecting information for interviews (transcription applies only to interviews). They will also consent to the anonymous use of data for publication purposes.

All confidential data has been secured by password-protected computers which are accessible only to the research team members of this project. Personal data will undergo anonymisation, with identifying details replaced by unique alphanumeric codes. During the transcription process, audio recordings are anonymized, which ensures that all personally identifiable information is removed before utilizing analytical software.

The contributions of each author to this study are as follows:

Sheetal Singh - Substantial contributions to the conception or design of the work, searching articles, conceptualization, analysis of data, first draft of the paper write-up, and interpretation of data for the work.

Dr. Basri Savitha - Substantial contributions to the conceptualization, analysis of the data, and review of the manuscript and final draft of the paper.