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Edited by
Rajagopal · Ramesh Behl

Entrepreneurship
and Regional
Development
Analyzing Growth
Models in Emerging
Markets
Entrepreneurship and Regional Development
 Rajagopal · Ramesh Behl
Editors

Entrepreneurship
and Regional
Development
Analyzing Growth Models in Emerging Markets
Editors
Rajagopal Ramesh Behl
EGADE Business School International Management Institute
Mexico City, Mexico Bhubaneswar, India

ISBN 978-3-030-45520-0 ISBN 978-3-030-45521-7 (eBook)

https://doi.org/10.1007/978-3-030-45521-7

© The Editor(s) (if applicable) and The Author(s), under exclusive licence to Springer
Nature Switzerland AG 2021
This work is subject to copyright. All rights are solely and exclusively licensed by the
Publisher, whether the whole or part of the material is concerned, specifically the rights
of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on
microfilms or in any other physical way, and transmission or information storage and
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tion in this book are believed to be true and accurate at the date of publication. Neither
the publisher nor the authors or the editors give a warranty, expressed or implied, with
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and institutional affiliations.

This Palgrave Macmillan imprint is published by the registered company Springer Nature
Switzerland AG
The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland
 Preface

Entrepreneurship is the principal tool for economic development at

the grassroots of the society. It contributes to the socio-economic
and regional industrial growth as a feeder sector across various geo-
demographic and cultural segments. Thus, entrepreneurship today has
emerged as the mainstay of socio-economic development, which is widely
supported by public policies within the emerging economies. However,
performances of micro, small, medium-, and large enterprises across
destinations vary due to asymmetric entrepreneurial behavior, contex-
tual socio-political motivation, developmental resources, extent of indus-
trial diversity, and entrepreneurial business of product and services.
Entrepreneurship today has grown beyond epistemological boundaries,
and it provides contemporary and hybrid insights into coopetition prac-
tices within the industry. It has a reciprocal relationship with markets and
entrepreneurial competence, which strengthens the coexistence of social
and economic goals.
In developing economies, public policies backing regional develop-
ment have impelled the enthusiasm on entrepreneurial revolution aiming
at making a significant shift in the conventional industry models. The
growing number of local enterprises has shown remarkable industry
attractiveness and market competitiveness, and it is contributing to valu-
able business-specific applications. The scope of reverse innovation has
connected multinational companies with local enterprises to commer-
cialize the bottom-line innovations at the global scale. Local enterprises

v
vi PREFACE

have made significant contributions to global markets in the areas of infor-

mation technology, digital commerce, healthcare, and utilitarian applica-
tions to enhance consumer value. Multinational companies like General
Electric (Healthcare), Google (Digital Commerce), Hindustan Unilever
Ltd. (Ethnic products), Procter and Gamble (Organic product), and many
other consumer products and technology companies have attracted start-
ups, and small and medium scale enterprises to leverage a win-win busi-
ness paradigm spanning beyond boundaries. This bottom-up industrial
revolution empowers industries irrespective of their size to adapt to the
low-cost logical business frameworks. Accordingly, local enterprises have
come together in an entirely hybrid way connecting regional and global
industries with the competitive edge in the marketplace.
Entrepreneurship and regional development essentially converge with
effective resource planning to highlight ambidextrous growth at micro
and macroeconomic levels. Planning for entrepreneurial resources encom-
passes areas from finance to human resources, and extends further from
knowledge management to transfer of technology. The social capital and
government financial programs in the destination countries promote,
deliver, and manage the entrepreneurial resources as regional develop-
ment measures. Besides allocating appropriate financial, technological,
and human resources, effective regional planning requires accurate and
spatially explicit information within the framework of changing natural
resource. Natural resources have high pressure of land-use patterns in
urban and rural areas apart from the significance of diverse disciplines
including hydrology, soil science, geology, biology, biogeochemistry,
geography, and engineering ergonomics.
Society today is largely founded on the business environment, which
integrates industrial values with societal values from developed to
emerging market segments. Changes in the international business gover-
nance not only affect the societal and economic development of the
region, but also develop new mindsets and behaviors among emerging
entrepreneurs, collaborators, and stakeholders at the grassroots level.
Many start-up enterprises are aiming to grow along with large indus-
tries as their ancillary suppliers to meet the Industry 4.0 challenges. Local
enterprises, along with large industries, play significant role in social and
economic development of the region by providing backward linkages.
However, due to resource limitations and lack of adaptation to appro-
priate technology, they often contribute marginally to the growth of local
developmental economics. The emphasis on co-creation of innovation,
 PREFACE vii

and managing innovation business projects in partnership with the local

companies is gradually generating technological breakthroughs, allowing
emerging companies to reduce the time to bring innovative products and
services to market. Entrepreneurial revolution has driven the challenge
towards unifying human elements and digitization for achieving the new
generation business growth and economic development in the region.
Local enterprises contribute to the new trends in manufacturing, financial,
management, marketing, and supply chain management, which induces
drastic drift in business practices across the global and local markets. Small
innovation-led firms grow as learning organizations. They become inspira-
tional, energetic places to work, where even relationships with customers
and suppliers improve. However, a more integrated view can enable
companies to innovate for long-term profitability and sustainability.
Entrepreneurs tend to diversify the product line periodically to increase
market competitiveness. Overtime entrepreneurs develop industry
networks to develop strategic alliances. Entrepreneurs draw up busi-
ness plans for new ventures to make marketing, pricing, financial, and
other projections. More often, their estimates bear little relationship to
reality. Planning for new enterprises differs fundamentally from planning
for existing companies, given the inherent instability of start-ups. The
major challenges with the start-up enterprises (SUE) in emerging markets
are to explore right opportunities, co-create value, and identify suitable
marketing strategies for sustainable growth. Understanding the business
eco-system of SUE is essential to analyze the performance of start-ups in
reference to marketing metrics. The metrics constitutes various perfor-
mance indicators, which can be explained in a marketing-mix. These
indicators help the SUEs in identifying the attributes of consumers, and
earmarking the potential consumer segments.
Entrepreneurship and hybrid firms have evolved over the growing
competitive dynamics in the regional and global markets since the mid-
twentieth century. Entrepreneurial firms in emerging markets are engaged
in diversified business projects to drive high performance, collaborate with
large firms, and gain competitive advantage in the market. Entrepreneur-
ship over the years has developed to manage multiple business projects
growing from start-up enterprises to large companies. The micro enter-
prises are growing rapidly as new growth models and local markets are
encouraging smart enterprises. Enterprise modeling in reference to inno-
vation and technology constitute the core focus of enterprise management
today, irrespective of its organizational size, investment, and revenue.
viii PREFACE

The new trends in enterprise modeling constitute high cost implications

in digitization, computing systems, and risk management.
Software contribution, services application, and cloud computing are
in high demand for managing effective business growth through contin-
uous innovation. In addition, performance evaluation, measurement and
manufacturing optimization, critical to quality, and voice of customers
form a major part of new business modeling process. Small and medium
enterprises are promoted in an integrated way by the local authorities
in developing countries. The government support for these enterprises
range from land allocation to building the industry infrastructure. Land-
use planning for micro, small, and medium sector industries, and facilities
planning and management. With the growth of technology, the enterprise
analytics system has moved from conventional wisdom to decision-making
tools. Automation in manufacturing systems, and new marketing-mix
tools used in the small and medium enterprises. Management of logistics
and inventory systems have shifted to Internet-based monitoring domains
using the radio frequency identification technology, as the technology-
oriented enterprise management has turned cost-effective since the early
twenty-first century.
This book discusses innovation audit as a control tool for start-up
enterprises. Innovation auditing is a well-established practice used by
managers to identify strengths and weaknesses in innovation, and to
explore new opportunities. Innovation audit in the companies needs to
be conducted following the contemporary trends that exhibit market and
consumer behaviors towards the innovative products and services. Inno-
vations led by the trends tend to transform the market and consumers’
landscape. These trends include shifts from closed to transparent and
open models of innovation (openness), shifts from providing only phys-
ical products to industrial product-services combination (servitization),
and moving from conventional manufacturing and marketing paradigms
to industry 4.0 business philosophy (automation).
This edited volume aims at delivering an anthology of articles on
entrepreneurship development and raising rich discussion on symbiotic
themes of entrepreneurship, resource planning, and regional develop-
ment and their impact on global-local business imperatives. Discus-
sions in this volume critically analyzes the convergence of entrepreneur-
ship, innovation, technology, business practices, public policies, political
ideologies, and consumer values for improving the global-local business
paradigm to support regional development. The anthology of selected
 PREFACE ix

papers in this volume also enriches knowledge and skills on contempo-

rary entrepreneurship models, convergence business strategies towards
entrepreneurial and industrial alliance in manufacturing, services, and
marketing organizations. This book contemplates on developing new
business models and hybrid entrepreneurial perspectives to match with the
changing priorities of regional economic development in the developing
countries. Discussions across the chapters in this volume envisage devel-
oping new entrepreneurial visions and business perspectives to match with
the changing priorities of industries in the emerging markets. Interest-
ingly, this volume has an exclusive section on case studies, which manifests
the ground reality of entrepreneurs in developing economies.
This book is divided into six sections consisting of entrepreneurial
development including economics and management, enterprise modeling
with innovation and technology, socio-economic and cultural perspec-
tives, global business, entrepreneurial education and organizational
behavior, and case studies on entrepreneurship. These sections comprise
conceptual and empirical research articles and case studies across the geo-
demographic segments of emerging markets. In all, twenty-one Chap-
ters covering India, Mexico, Philippines, and Africa are included in this
volume. This book delineates multiple effects of entrepreneurial finance,
capabilities and competencies, innovation and technology, the global-local
business imperatives, on the entrepreneurial economics and business. The
anthology of articles in this book critically analyzes the convergence of
entrepreneurial behavior, economics, education, business practices, public
policies, and customer values to improve entrepreneurial performance at
the global-local paradigm. This edited volume includes broad themes on
entrepreneurship, resource planning, and regional development, which
will enrich knowledge and skills on economic development. The discus-
sions contemplate on developing new visions and business perspectives to
match with the changing priorities of entrepreneurship and enterprises in
the emerging markets.
Principal audience of this book are managers, researchers, and students
of business economics, business strategy, product development, innova-
tion management, and international trade. The book covers varied studies
on entrepreneurship management, economic effects of small enterprises,
x PREFACE

and regional development across technology driven farm and non-farm

economic sectors. Hence, this book would serve as a guide and think tank
for the researchers, management students, entrepreneurs, policy makers,
and corporate managers.

Mexico City, Mexico Rajagopal

Bhubaneswar, India Ramesh Behl
April 2020
 Contents

Part I Entrepreneurial Development, Economics, and

Management

1 Entrepreneurship, Education, and Economics:

A Helix Effect on Business Growth 3
Rajagopal

2 Significance of Microfinance in Entrepreneurship

Development: A Study of South Rajasthan 25
Neeti Mathur, Payal Khandelwal, and Himanshu Mathur

3 Testing the Indirect Effects on Entrepreneurial

Orientation and Enterprise Performance 41
Subhasish Das and Manit Mishra

4 Role of Entrepreneurial Capability in the Performance

of Sustained SMEs 51
Neha Sharma and Sumit Kumar

xi
xii CONTENTS

5 Herd Behavior Analysis in Crowdfunding Platforms

in Mexico 67
David Arturo Romero García, Leovardo Mata Mata,
and José Antonio Núñez Mora

Part II Enterprise Modelling: Innovation and

Technology

6 Entrepreneurial Epistemologies and Design-to-Market

Modelling: A Latitudinal Discussion 93
Ananya Rajagopal

7 Entrepreneurial Behavior, Attitude, and Framework

Conditions: An Analysis of Efficiency, Factor,
and Innovation-Driven Three Asian Economies 113
Ravi Kiran and Abhimanyu Goyal

8 Cluster Development in Small Enterprises: A Case

Study of Select Plastic Enterprises in Murshidabad,
West Bengal 147
Yarso A. S. and Tapas Mukhopadhyay

9 Innovation and Human Resource Management Fit:

Case of an ITES Firm 163
Ambuj Anand and Rakesh Kumar

Part III Socio-Economic and Cultural Perspectives in

Emerging Markets

10 A Study on Sustainable Livelihood Frameworks

and Entrepreneurial Opportunities with Specific
Reference to the Sabai Grass Handicraft, Odisha, India 179
Lipsa Mohapatra and Goutam Saha
 CONTENTS xiii

11 Organizational Culture and Its Impact on Student

Engagement: A Study Based on Private and Public
Universities in Rajasthan 201
Preeti Mishra and Sourabh Sharma

12 Corporate Social Responsibility Informing Business

Analytics: New Standards for Engagement
and Performance 219
Andrée Marie López-Fernández

Part IV Global Business

13 Effect of Exaggerated Claims on Brand Evaluation 243

Ishpreet Virdi

14 Religion and Marketing 259

Satyendra Singh, Michael B. Pasco, and Tapas R. Dash

Part V Education, Entrepreneurship, and Organizational

Behavior

15 Study the Role of Personality Traits on Academic

Stress: A Comparative Study of Male and Female
University Students 285
Sourabh Sharma and Megha Sharma

16 Influence of Entrepreneurship Education

and University Ecosystem on Individual’s
Entrepreneurship Readiness 305
Sumit Kumar, Zahoor Ahmad Paray, Neha Sharma,
and Amit Kumar Dwivedi

17 Perceived Organizational Fit: Analyzing Negative

Effect of Work Stressors on Employee Outcomes 323
Bindu Chhabra
xiv CONTENTS

Part VI Entrepreneurial Case Studies

18 Entrepreneurial Journey of Bastav Das: A Case Study 353

Devesh Baid

19 Happy Laundry Services: What Next? 367

Rajeev Verma and Pável Reyes-Mercado

20 Mapping Entrepreneurial Growth: A Case of BivinoS

Restaurant in Australia 381
Nidhi Gupta and Kapil Pandla

Part VII Epilogue

21 Entrepreneurial Strategies, Managerial Implications,

Prospects, and Dilemmas 391
Rajagopal

Index 401
 Notes on Contributors

Yarso A. S. is Assistant Professor in the Department of Commerce at

Assam University, India. He holds an M.com. (Gold Medalist) and a
Ph.D. He has been teaching for 12 years and has written a book. Yarso
has completed a research project and published four research papers in
different edited books. He has published 13 research papers in reputed
journals and have 4 research papers published in conference and seminar
proceedings. He has also attended and presented 41 papers in regional,
national and international seminars and conferences.
Ambuj Anand is Assistant Professor at Indian Institute of Management
Ranchi, India. He has completed his Fellowship from Indian Institute of
Management Calcutta. Prior to his fellowship degree, he has worked in
Tata Consultancy Services for 3 years. His primary area of research is the
sustainability of e-government projects. He has conducted external eval-
uations for several e-government projects in Jharkhand and West Bengal,
India. He has published in Journals like Transforming Government: People,
Process and Policy and conferences like AMCIS and ECIS. His teaching
interest includes areas such as IT strategy, IT-based innovation, and
qualitative research.
Devesh Baid is Associate Professor of Accounting and Finance at the
International Management Institute, Bhubaneshwar, India. He holds a
B.Com. (H), M.Com., CMA, CA (Inter), FDP (IIMA), and Ph.D. (IIT
Bombay). He has more than 17 years of teaching, training, and consulting

xv
xvi NOTES ON CONTRIBUTORS

and research experience. He has published research papers & case studies
in various reputed journals and presented papers in national and interna-
tional conferences. He has served as consultant with National Institute
of Agricultural Marketing, Ministry of Agriculture, Government of India
besides other corporates business offices. He has conducted numerous
MDP programs for working executives. He is fellow member of Institute
of Cost Accountants of India.
Ramesh Behl is the Director and Professor at International Management
Institute, Bhubaneswar and a Full Professor at IMI Delhi. Prof. Ramesh
Behl is credited with building and transforming IMI Bhubaneswar to an
institution of National importance. Prof. Behl is a United Nations fellow
on Information Systems and International Operations and a SAP Certi-
fied International Consultant. His teaching expertise includes Business
Analytics, Enterprise Systems and Emerging Technologies. In addition
to teaching, Prof. Behl is an active researcher in the area of e-Business
and Business Analytics. He has also designed and developed a number of
software for various industrial applications. Prof. Behl has over 35 years
of teaching, research and consulting experience; and has worked with
premier institutions like Indian Institute of Foreign Trade (IIFT), New
Delhi, Indian Institute of Management (IIM), Lucknow and Statesman
New Delhi. He has done a number of research and consulting assign-
ments for Government and Private Organizations in the areas of Infor-
mation Systems and International Trade. He has authored 23 Books, 17
Case Studies and a number of research papers. Prof. Ramesh Behl is an
International Accredited Professor of International Accreditation Orga-
nization, USA. He sits on the Board of leading Business Schools and
Technology Companies. Prof. Behl has conducted corporate trainings and
trained over 8000 mid- and senior-level executives. He has also conducted
training workshops for the faculties & students of various International
universities in Singapore, Indonesia, Thailand, Hong Kong, Australia,
China, Germany and Korea. He has received accolades and significant
recognition as a demonstration of his leadership qualities and innovations
such as “Outstanding Academic Award 2010” from SAP Inc. and “Best
Professor in Information Technology” as part of Asia’s Best B-School
Awards presented by CMO Asia at Singapore in July 2011. Professor Behl
has been conferred also with the awards of “Best Professor in Information
Technology Management” as part of 21st Dewang Mehta Business School
 NOTES ON CONTRIBUTORS xvii

Awards on 23rd October 2013, Rashtriya Jewels Award”, and “Shining

Achievers Award” in January 2015.
Bindu Chhabra is Professor at International Management Institute,
Bhubaneswar, India. She holds a Ph.D. in Psychology in the area of stress
management. Her areas of research interest include stress management,
personality, work attitudes, emotional intelligence, and leadership. She has
published various research papers in national and international journals
and has presented papers in conferences in India and abroad. Chhabra
has undertaken various Management Development Programmes with the
organizations such as SAIL, NTPC, BHEL, EIL, Power Grid, HPCL,
Ministry of Social Defense, and various other Government organizations.
She is the recipient of National Education Leadership Award for Best
Teacher in Human Resource Management. Her paper titled “Emotional
Intelligence and Occupational Stress: A Study of Indian Border Security
Force Personnel” was published in a journal of repute and won the Best
Paper Award.
Subhasish Das is Assistant Professor at Gandhi Institute of Engineering
& Technology (GIET) University, India. He has a Ph.D. in Manage-
ment from CUTM University. He teaches marketing management, retail
management, and service marketing, and his areas of research are
customer relationship management (CRM) and entrepreneurship. He
has published research papers in reputed journals, edited books, and in
proceedings of national and international conferences.
Tapas R. Dash is Professor at CamEd Business School, Phnom Penh,
Cambodia. He has had the privilege of commissioning research and
consultancy projects funded by several national and international agen-
cies including the Royal Government of Cambodia. Dash has co-authored
three books and edited volumes, published more than 25 research papers
in national and international journals and edited volumes and participated
in or presented papers at international conferences. He has also guided a
number of research scholars as a supervisor in their doctoral level research.
Dash is an editorial board member of the Journal of the Academy of
Business and Emerging Markets.
Amit Kumar Dwivedi is Faculty Member at the Entrepreneurship
Development Institute of Ahmedabad, India (EDII-Ahmedabad). He has
contributed to a textbook, reference books, and edited volumes in associ-
ated areas of entrepreneurship. He has published book chapters, research
xviii NOTES ON CONTRIBUTORS

papers in various leading journals, and conference proceedings including

the Academy of Management (AOM) Global Proceedings (2018). He is
a national team member of the “Global Entrepreneurship Monitor India
Team” and co-author of four GEM India reports
Abhimanyu Goyal is Project Fellow (JRF) in the Department of Science
& Technology at the Government of India’s sponsored research project
in School of Humanities and Social Sciences (SHSS) at Thapar Insti-
tute of Engineering & Technology, Patiala, Punjab. He is also pursuing
a Ph.D. Previously he worked as a University Grants Commission’s JRF
in SHSS, at Thapar Institute. His research interests include entrepreneur-
ship, finance, and public-private partnerships. He has co-authored three
research papers and presented the same at International Conferences
held in Indian Institute of Management, Kozhikode; Indian Institute of
Management, Sirmaur; and Punjabi University, Patiala.
Nidhi Gupta is Manager at the International Management Institute
Bhubaneswar, India. She has a Ph.D. in organizational behaviors
(employee experience). She has more than 18 years of multi-dimensional
experience as grooming faculty, admissions, placements, and administrator
in an educational institute. Gupta has presented papers and case studies
in national and international conferences. Her research interest lies in
employee experience, high performing organization, and communication.
Reading books and writing blogs are her passion.
Payal Khandelwal is Assistant Professor of Accounting and Finance at
MVS College, Udaipur, India. She has a Ph.D. in Accounting with
specialized focus on corporate governance practices in India. Her areas
of interest are corporate governance and IFRS. She has published several
research papers and articles in international and national journals and has
presented papers at various national and international conferences.
Ravi Kiran is Professor and Head of the School of Humanities &
Social Sciences at the Thapar Institute of Engineering & Technology
(TIET), India. Previously, she was the head of Alumni Affairs at TIET.
Her research areas are industrial management (iprs), e-business and
entrepreneurship. She has completed nine sponsored research projects and
is currently working on a DST Project on technical business incubators in
India. She has published 145 papers in SSCI/Scopus indexed journals and
supervised 28 Ph.D. students. She was awarded the 2018 Emerald Literati
 NOTES ON CONTRIBUTORS xix

Award for a paper published in Nankai Business Review International. She

has traveled across the globe on various academic assignments.
Rakesh Kumar is Senior Consultant at Tata Consultancy Services, India.
He has a Ph.D. in innovation from the Indian Institute of Manage-
ment, Ranchi and a Master of Technology from the Indian Institute of
Technology, Delhi. He has over 22 years of working experience in the
information technology industry and works as a. In his current assign-
ment, he leads an Oracle practice sub-unit that involves creating strategy,
driving growth, and ensuring customer success through business process
transformation using enterprise applications. He is deeply interested in
research work that involves innovation, digitalization and agile practices
in information technology management across multiple industry verticals.
Sumit Kumar is FPM Fellow at the Entrepreneurship Development
Institute of Ahmedabad (EDII-Ahmedabad), India. His research area
is SME innovation and performance and family business strategy.
He has presented his research works in various reputed confer-
ences, including PANIIM 2018 (IIM-Bangalore), PAN IIT 2018 (IIT-
Roorkee), ICoRD’19 (Indian Institute of Science-Bangalore), CERE
2017 (IIM- Indore) and Biennial Conference 2017 & 2019 (EDII-
Ahmedabad). He also published book chapters in edited books volumes
and conference proceedings.
Andrée Marie López-Fernández is Professor of Business and
Researcher at the Universidad Panamericana, Mexico. Her research areas
of interest include corporate social responsibility, marketing strategy,
and consumer behavior. She holds a Doctoral Degree in Administrative
Sciences from the EGADE Business School, and is a member of the
National System of Researchers conferred by the National Council of
Science and Technology (CONACYT), Government of Mexico.
Leovardo Mata Mata is Professor and Core Researcher of Finance and
Macroeconomics at EGADE Business School, Mexico. He holds a Ph.D.
in finance. He has published over 30-research paper in the area of finance.
Himanshu Mathur is an M.S. in Mathematics and M.B.A in Finance in
India. He has experience in the field of finance and securities, holding
both corporate and teaching experience over 19 years. He has worked
with HSBC Securities services as a Fund Manager and other major Indian
xx NOTES ON CONTRIBUTORS

Stockbrokers like SMC Global, Geojit Securities and Indiabulls securi-

ties. His area of interest includes corporate finance, financial services and
markets. Mathur has published several research papers and articles in inter-
national and national journals and has presented papers at various national
and international conferences.
Neeti Mathur is Assisstant Professor at NIIT University, India. She is
also a Qualified Company Secretary from Institute of Company Secre-
taries of India and Certified Management Accountant from The Insti-
tute of Cost Accountants of India. She has a Ph.D. from Janardan Rai
Nagar Rajasthan Vidhyapeeth Deemed University, Udaipur Rajasthan in
accounting with a specialized focus on microfinance, role of financial
institutions in financial inclusion, and Self-Help Group-Bank Linkage
Programmes (SBLP). She is engaged in teaching and research in the
domain of accounting and finance for over than a decade. She has
published several research papers and articles in international and national
journals and has presented papers at various national and international
conferences.
Manit Mishra is Associate Professor of Marketing and Quantitative
Techniques at International Management Institute (IMI), Bhubaneswar,
India. He has a Ph.D. in management from Utkal University. His
teaching expertise includes marketing analytics, marketing research, busi-
ness analytics, consumer behavior, and customer relationship manage-
ment (CRM). His areas of research interest are behavioral modeling and
methodological research. He has published research papers in top jour-
nals such as Psychology & Marketing, Journal of Retailing and Consumer
Services, Journal of Purchasing and Supply Management, and, Asian Case
Research Journal, besides other publications.
Preeti Mishra has a Ph.D. and an M.B.A. in human resource manage-
ment, with a specialization in banking & insurance from Mody Univer-
sity of Science and Technology, India. She received her bachelor’s degree
in management from the same university in 2012. Her interests include
training and development, employee relations, and organizational devel-
opment. She has attended workshops and conferences for the professional
development and published research papers in national and international
journals.
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habían de estar ciegos los que
juegan con ellos. Y todo es
sufridero para con otras
tacañerías que se usan, y la
mayor de todas es cuando meten
dados cargados, que llaman
brochas, los cuales hacen de esta
manera: que á los que llaman de
mayor, por la parte del as hacen
un agujero hueco y allí meten un
poco de azogue, que es muy
pesado, y á los de menor donde
están los seis puntos; y después
tapan el agujero, que es muy sutil,
y encima pintan uno ó dos puntos
para que no se vean, y estos
dados llevan los chocarreros
escondidos, y cuando tienen una
suerte de doce ó trece ó catorce
puntos, echan los dados de
manera que se les caya alguno
en el suelo, y haciendo que se
baxan por él, sacan otro de los de
mayor, que meten en su lugar, y
como está cargado en el as, cae
siempre para abaxo y el seis para
arriba; y de la mesma manera
hacen cuando tienen por suerte
siete ú ocho puntos, que meten
un dado cargado en el seis
porque vaya el as para arriba,
yendo el seis para abaxo, y si es
menester meten dos dados de
esta suerte cargados de mayor, y
cuando tienen suerte de doce ó
de trece, alárganse en el parar y
en el decir, de arte que, no siendo
entendidos, todo el dinero es
suyo. Otros dados hay que llaman
falsos, que son mal pintados
porque tienen dos ases y fáltales
el seis, ó tienen dos seises,
faltándoles el as, y conforme á la
suerte que echan y á la necesidad
que tienen, se aprovechan dellos
metiéndolos en el juego tan bien
como las brochas. Y cuando
juegan á las tablas no penséis
que se descuidan los hombres
desta professión, que lo mesmo
hacen con los dados, y
verdaderamente yo tengo por
malo y dañoso también este
juego, assí por jugarse con
dados, como por ser trabajoso y
mohino. Á todos los otros juegos
podéis levantaros y os toman en
una petrera; habéis de esperar á
que se acabe el juego, perdiendo
á cada mano y cada vez que
echáis los dados sabiendo que se
echa para perder y no para ganar,
y assí es el juego más aparejado
de todos para perder la paciencia,
porque es menester esperar á
que el juego ó el dinero se
acaben. Y aunque yo no os he
dicho de diez partes la una de los
males y trabajos y fatigas y
persecuciones y desasosiegos y
afrentas, menguas y deshonras y
infamia que se siguen del juego,
de lo dicho podréis collegir cuán
perjudicial es, assí para la salud
como para la hacienda y la honra
de las gentes que lo siguen;
porque pocos hay que jueguen,
por ricos y caballeros y grandes
señores que sean, que no les
pese de perder, y muchos destos
se acodician á jugar mal por
ganar, y assí veréis muchas
personas de muy gran autoridad,
y de quien apenas se podría
creer, que hacen malos juegos,
por la buena estima y reputación
en que están tenidos que,
apremiados de la conciencia,
restituyen dineros mal ganados,
de los cuales yo conozco algunos
que lo han hecho.
Bernardo.—¿De manera que
queréis condenar á todos los
juegos del mundo y no dejar
ninguno para recreación de la
vida y para poder pasar la
ociosidad del tiempo?
Antonio.—No digo yo tal cosa,
que otros juegos hay lícitos, assí
como birlos, pelota y axedrez y
los semejantes á éstos, y esto se
entiende jugando pocos dineros y
que se tome más por recreación
que no por vía de vicio y exercicio
continuo, de manera que por ellos
dexen de entender las gentes en
lo que les conviene, que si esto
se hace ya dexan de ser buenos y
honestos y se convierten en la
naturaleza de los que habemos
reprobado, y aun de tal manera
se podrían usar los juegos de
naipes y dados que no pudiesen
tener reprensión; pero hay pocos
que no comiencen por poco que
si tienen aparejo no vengan á
picarse y á perder ó ganar en
mucha cantidad, y por esto tengo
por mejor dexarlos del todo. Y si
queréis que concluya, todo lo
dicho es poco y casi nada, porque
son trabajos y premios y
galardones del mundo. Lo que
toca á la ánima y á la conciencia
es lo que hace al caso, y lo que
más debríamos temer y
ponérsenos delante de los ojos,
para no solamente dexar de jugar,
pero para acordarnos de jamás
tener memoria dello; y si no
hobiera prometido de no pasar
más adelante en esta materia,
todavía dixera algo que
aprovechara; pero assí quiero
dexarlo para cuando tengáis más
voluntad de oir lo que sobre esto
puedo deciros.
Bernardo.—Agora que habéis
comenzado, queremos que no
quede nada por decir, y estáis
obligado á hacerlo, pues de tan
buena gana os escuchamos y
estamos atentos al discurso de
vuestra plática.
Antonio.—Pues que assí es, yo
lo diré tan brevemente cuanto he
sido largo en lo pasado; porque
en esto no podré decir cosa
nueva, ni que dexe de estar
escrita por muchos doctores,
canonistas y legistas y teólogos
que desmenuzan y apuran esta
materia de las restituciones
declarando los decretos y leyes
en ella, altercando cuestiones y
determinando la verdad dellas,
hasta dexarlo todo en limpio; y
quien quisiese satisfacerse y verlo
todo á la clara, lea á Santo Tomás
y á Grabiel, y al Antonio,
arzobispo de Florencia, al
Cayetano, que éstos sin otros
muchos le dirán lo cierto, y
porque no dexéis de llevar alguna
cosa en suma de que podáis
aprovecharos, digo que todos les
que ganan en los juegos con
naipes ó dados falsos ó con otro
cualquier género de las
chocarrerías y traiciones que he
dicho, están obligados á
restituirlo, so pena de irse al
infierno, conforme á lo que dice
San Agustín: Non dimittitur
peccatum, nisi restituatur ablatum.
Pues lo que assí se gana, tomado
y hurtado es, siendo encubierto,
como si fuese robo manifiesto.
Anssí mesmo, todo lo que se
gana á personas que lo que
juegan no es suyo, ni pueden
disponer dello sin licencia de otra
persona, así como los criados que
juegan los dineros ó haciendas de
sus amos, los esclavos que
juegan las de sus señores, los
hijos que para esto toman las
haciendas á sus padres, los que
tienen curadores y por falta de
edad no pueden disponer de sus
haciendas, y también los que
ganan dineros á otros que saben
que los han ganado mal y están
(antes que los juegen) obligados
á la restitución dellos. Lo que se
gana á personas simples y á
enfermos necesitados, lo que se
gana atrayendo á uno por fuerza
ó por engaño ó por grandes
persuaciones á que juegue, todo
esto obliga á restitución; y en
otros muchos casos que dexo de
decir, en que hay la mesma
obligación, el cómo y cuándo y en
qué manera se haya de restituir,
déxolo para que lo veáis en los
doctores que os he dicho, y
también porque los confesores os
avisarán de ello, aunque lo mejor
sería no tener en este casso
necesidad de sus consejos.
Solamente quiero agora que
consideréis, señores, entre
vosotros, pues sois tahures y
habéis conversado y tratado con
tahures, ¿cuántos habéis visto tan
limpios y tan recatados que
tengan advertencia á estas cosas,
sino, bien ó mal, juegan con quien
quiera, trayan dineros suyos ó
sean cuyos fuesen, sean libres ó
siervos, padres ó hijos, bobos ó
sabios, los dineros que traen mal
habidos? Por cierto pocos ó
ninguno hay que dexen de hacer
á cualesquiera dineros destos, y
procurar de ganarlos de la
manera que pudieren, alegando
que no están obligados á la
especulación destas cosas, ni á
saberlas; sabiendo que la
ignorancia no excusa el pecado y
que San Pablo dice (Ad. Cor.,
xiii): Ignorans ignorabitur. Y si
queréis que os diga lo que siento
verdaderamente de los que esto
hacen, se puede presumir que no
son verdaderos cristianos, ni
sienten bien de la fe, porque más
adoran á los naipes que á Dios,
más quieren los dados qué todos
los santos, que por jurar no oyen
misa ni sermón los días de
fiestas, por el juego pierden todos
los otros oficios divinos, y se
estarán una semana sin entrar en
la iglesia; si hacen alguna oración
ó devoción es por ganar; las
cuentas que traen y lo que por
ellas rezan es echar cuentas
cómo ganarán las haciendas á
sus prójimos. Si pierden es
abominable cosa su decir mal á
Dios y blasfemar, y si lo dexan de
decir en público, es porque temen
más el castigo del cuerpo que el
del alma y el del mundo más quel
del infierno. Así que siendo
cristianos usan tan mal de la
cristiandad, que roban las
haciendas ajenas y se
aprovechan dellas, pierden el
tiempo y muchas veces pagan de
sus haciendas lo que han ganado
de las otras, de los que viven de
la manera que ellos, quedando
todos debaxo de la obligación de
restituirlas. ¿Qué diremos sin esto
de los que buscan supersticiones
y hechicerías para ganar con ellas
diciendo que tienen virtud para
ello? Y assí unos traen consigo
nóminas con nombres no
conoscidos, ó por mejor decir de
demonios, otros traen sogas de
ahorcados, otros las redecillas ó
camisas en que nacen vestidos
los niños, algunos traen
mandrágulas y otras mil
suciedades y abominaciones. Por
cierto éstos tienen en tan poco
sus ánimas, que las darán á
trueque de ganar cuatro reales
por ellas. Pues decidme, señor
Bernardo, ¿qué os parece cómo
es bueno el juego para el cuerpo
y para el alma? ¿y qué provechos
son tan grandes los que dél se
sacan? ¿No es bien dexar su
amistad y trato y conversación á
cualquier tiempo que sea, pues
que debaxo los halagos y
placeres y deleites que dél se
siguen hay tantos y tan grandes
desabrimientos, tantas afrentas y
menguas, tan terribles
desasosiegos, tanta turbación y
peligros, principalmente para la
salvación de nuestras almas?
Mirad bien en ello y consideraldo
todo, que aunque nosotros como
malos cristianos no tuviésemos
atención al daño y perjuicio de
nuestras conciencias, la
habríamos de tener á que ningún
contentamiento ni descanso de el
juego hay que después no se
vuelva en doblado trabajo y
tristeza; y nunca dió ganancia que
no se pagase con doblada
pérdida; y en fin, es siempre
mayor el dolor que se causa del
perder que la alegría que trae
consigo el ganar; y no aleguéis á
dos ó tres ó cuatro personas que
por ventura sabéis que se hayan
hecho ricos por el juego, que
éstos son como una golondrina
en el invierno, porque por ellos
veréis mill millones de gentes
perdidas y abatidas por haber
perdido cuanto tenían. Dicho os
he mi parecer y dado os he
consejo, como pienso tomarlo
para mí, y el que estoy obligado á
daros como vuestro amigo; si os
pareciere bien, seguilde, y si no
vuestro será el daño, que á mí no
me cabrá dello más de pesarme
de ver que os quedáis tan ciegos
como hasta aquí habéis estado.
Bernardo.—No penséis, señor
Antonio, que no he caído en la
cuenta de todo lo que habéis
dicho; porque vuestras palabras
me han alumbrado el juicio y
destapado los ojos del
entendimiento, que tenía ciegos, y
con firme propósito y
determinación quedo desde agora
de no jugar en mi vida, y si jugare,
á lo menos de manera que me
puedan llamar tahur por ello, que
pues decís que pasar el tiempo
entre amigos es algunas veces
lícito, no se ganando tantos
dineros que el que los perdiese
reciba daño por ello, cuando
alguna vez me desmandase será
á esto y no á más.
Antonio.—Y aun eso no ha de
ser muy continuo, porque, si
muchas veces se hiciese, de
pasatiempo se volvería en vicio, y
si pudiésedes acabar con vos de
dexar de todo punto el juego,
sería lo más seguro; pero no
quiero agora apretaros tanto que
con ello quiebre este lance que os
he armado y prisión en que de
vuestra voluntad os vais metido.
Luis.—Pues en pago de vuestra
buena intención, señor Bernardo,
y porque me prometáis de seguir
lo que agora tenéis determinado,
os quiero prestar los treinta
ducados que quedasteis
debiendo, para que, pagándolos,
cumpláis con vuestra fe y palabra.
Bernardo.—Muy gran merced es
la que me hacéis, y de los
primeros que vinieren á mí poder
seréis muy bien pagado dellos.
Antonio.—Con esto nos
podremos ir, que platicando se
nos ha passado el día y yo tengo
mucho que hacer.
Luis.—Pues comenzad á
caminar, que nosotros os
acompañaremos hasta dexaros
en vuestra posada.

Finis.
 COLLOQUIO

En que se trata lo que los

médicos y boticarios están
obligados á hacer para cumplir
con sus oficios, y así mesmo
se ponen las faltas que hay en
ellos para daño de los
enfermos, con muchos avisos
necesarios y provechosos.
Divídese en dos partes: en la
primera se trata lo que toca á
los boticarios, y en la segunda
lo de los médicos.

INTERLOCUTORES

Médico, Licenciado Lerma.

Boticario, Dionisio.—Enfermo, D.
Gaspar.
Caballero, Pimentel.

Lerma.—Dios dé salud á vuestra

merced, mi señor D. Gaspar.
D. Gaspar.—Así haga á vuestra
merced para que en tiempo tan
necesario no me olvide tanto
como hoy lo ha hecho; que si no
fuera con la buena conversación
del señor Pimentel, que me ha
entretenido, muy largo se me
hubiera hecho el día, y aun con el
señor Dionisio no he holgado
poco, porque tiene gran cuidado
de visitarme, y cuando los
médicos se descuidan, es bien
que los boticarios (como uno de
sus miembros) vengan á cumplir
sus faltas con los enfermos.
Lerma.—Buena manera es essa
de reñir conmigo una falta que
hago por no poder hacer menos;
y no la hiciera sino con dexar á
vuesa merced esta mañana en
tan buena disposición, que creo
que debe estar ya sin calentura.
D. Gaspar.—Mejor viva yo que
estoy sin ella.
Lerma.—Muéstreme vuestra
merced el pulso. En verdad que
no es tanta que se pueda decir
calentura, y de aquí á mañana yo
sé cierto que no habrá ninguna.
D. Gaspar.—Menos cuenta tengo
con ella que con este dolor que
siento en el hígado, porque yo os
digo, señor licenciado, que me
atormenta tanto, que le temo, y
esto es lo principal para que yo
querría que me buscásedes
remedio.
Pimentel.—A lo que yo siento,
más debe proceder el accidente
de la calentura del mal que hay
en el hígado que no el mal ó dolor
del hígado de la calentura, y
pocas veces el señor Gaspar
estará sin ella hasta que esté
remediada la causa principal de á
donde se sigue el daño.
Lerma.—Vuestra merced dice
gran verdad, pero, según esto,
Dionisio no ha hecho el emplasto
de melliloto que yo dexé
ordenado, ni vuestra merced lo
debe tener puesto.
Dionisio.—Así es verdad.
Lerma.—¿Pues por qué no se
hizo?
Dionisio.—Porque no ha tantas
horas que vuestra merced lo
ordenó que no se pueda haber
sufrido sin él, como se han
pasado tantos días que el señor
don Gaspar lo hubiera de haber
tenido con otros beneficios que se
le pudieran haber hecho antes de
ahora.
Lerma.—¿Y qué descuidos
parece á vos que se ha tenido en
esso?
Dionisio.—Yo no he visto que
hayan precedido los remedios
universales á los particulares que
agora se hacen; pues no se han
hecho las evacuaciones conforme
á las reglas de medicina, las
cuales han de preceder á las
unciones y emplastos, según la
doctrina de Ipocras en sus
aforismos.
Lerma.—No es malo que queráis
vos haceros dotor en Medicina sin
saber letra della y que os parezca
que estoy yo obligado á sufrir
vuestra desvergüenza de
enmendarme la cura que yo hago.
¿Sabéis vos por ventura la
intención principal que yo he
llevado en ella, y si ha habido
otros accidentes más principales
y que tienen más necesidad de
remediarse?
Dionisio.—Lo que yo sé es que
no está toda la fuerza en el
emplasto para sanar el hígado.
Lerma.—Si no tuviera respeto á
estos señores que están
presentes, yo os respondiera
como vos merecíades; pero assí
no quiero deciros más de que
atendáis á hacer bien lo que toca
á vuestro oficio, y no haréis poco.
Dionisio.—Vuestra merced se ha
apasionado sin razón, y en lo que
toca á mi oficio, yo lo hago de
manera que no hay de qué
reprehenderme.
Lerma.—¿Qué podéis vos hacer
más que los otros boticarios, pues
en fin sois boticario como ellos?
Dionisio.—¿Y qué suelen hacer
los boticarios que no sea muy
bien hecho?
Lerma.—Por vuestra honra
quiero callarlo, y aun por la de los
médicos, pues lo sabemos y no lo
remediamos.
Dionisio.—Si vuestra merced lo
dixese, no faltará para ello
respuesta; pues no es justo que
en esse caso paguen justos por
pecadores.
Pimentel.—Lo que aquí se dixere
no saldrá desta puerta afuera, y
con esta condición, y con que sea
sin ningún enojo, el señor don
Gaspar y yo recebiremos muy
gran merced en que se trate algo
desta materia para satisfacerme
de algunas cosas que me han
puesto duda y sospecha de que
algunos boticarios no cumplen
con el mundo y con Dios lo que
son obligados.
Lerma.—Ningún engaño recibe
vuestra merced en esso, y plega
á Dios que no sean todos los que
esso hacen, y pues que aqui
puede pasar, menester es que
todas sean verdades las que se
dixeren.
Dionisio.—Diga vuestra merced
lo que quisiere, que ninguna pena
recebirá dello con tal que yo sea
también oído antes que la
cuestión se determine, pues estos
señores han de ser jueces della.
D. Gaspar.—Razón tiene Dionisio
en lo que pide.
Lerma.—Yo soy contento de que,
cuando sea tiempo, pueda
replicar y alegar de su derecho. Y
porque vuestras mercedes
entiendan que no me muevo sin
razón á lo que he dicho, sepan
que las condiciones que han de
tener los boticarios escriben
muchos autores, y quien
particularmente las trata, es
Saladino en la primera parte de
su obra; y porque referir todo lo
que dice sería confusión y
prolijidad, diré algunas cosas
dellas. Y lo primero es que el
boticario ha de ser de muy buen
ingenio, hombre sin vicios, sabio y
experimentado en su oficio; no ha
de ser avariento, ni deseoso de
adquirir hacienda; sobre todo ha
de ser muy fiel para que no haga
cosa contra su conciencia, ni por
su parecer, sino con consejo de
médico docto, y que en el precio
de las medicinas sea convenible.
Estas son cosas tan necesarias,
que obligan tanto al boticario á
guardarlas y cumplirlas, que no lo
haciendo, no es poco el daño ni
pocos los inconvenientes que
dello se siguen á los enfermos;
pero yo he hablado sin perjuicio
de los buenos boticarios (que son
tan pocos, que apenas se hallará
uno entre ciento), diré lo que
cerca desto hacen. Lo primero en
lo que toca á ser hombre sabio y
experimentado en su oficio no
tienen ellos toda la culpa, que la
mayor parte se puede dar á los
protomédicos porque examinan y
dan por hábiles y suficientes á
muchos que ni saben ni entienden
qué cosa son medicinas, ni tienen
experiencia dellas ni conocimiento
para alcanzar cuál es una ni cuál
es otra, sino que si van á la feria á
comprar sus drogas, no
solamente se engañan en
distinguir y apartar lo malo de lo
bueno, pero muchas veces toman
uno por otro sin conocerlo, porque
ignoran la condición y calidades
que han de tener para ser aquella
medicina que piensan; y por no se
mostrar ignorantes, quieren más
dexarse engañar de los que los
venden que tomar consejo con
quien podría desengañarlos para
que no errasen.
Pimentel.—Pues, ¿por qué los
protomédicos hacen una cosa tan
fuera de razón como essa?
Lerma.—O por no perder el
interese de los derechos que los
pagan ó porque reciben servicios
con que se obligan á hacer lo que
no deben, y sin esto aprovechan
mucho los favores de personas
señaladas ó de algunos amigos á
quien estiman en más que á las
conciencias, y así veréis que
muchos vienen examinados y con
su carta de examen muy bien
escrita y iluminada, que podrían
con más justa razón traer una
albarda que usar el oficio. Y con
poner sus boticas muy
compuestas con cajas doradas y
botes pintados, y las redomas con
unos rétulos muy grandes, á
muchas gentes hacen entender
que es oro todo lo que reluce, y
que vayan á tomar medicinas á
sus tiendas, que aprovechan más
para enfermar con ellas los sanos
que para dar salud á los
enfermos.
D. Gaspar.—En esto también me
parece que tienen la culpa los
médicos como los boticarios,
pues lo saben y lo permiten.
Lerma.—Yo no quiero excusar á
los que esso hacen.
Dionisio.—Ni podría vuesa
merced hacerlo aunque quisiese,
pero yo lo guardo todo para mi
respuesta, porque no quiero
quebrar el hilo satírico que
vuestra merced lleva tan bien
ordenado.
Lerma.—Bien es que lo hagáis
así, que también, como ya he
dicho, os oiré yo lo que en favor
vuestro y de los boticarios
alegásedes. Y tornando al
propósito, digo que es cosa recia
la desorden que en esto se tiene,
que en una cosa que va la salud y
vida de los hombres, no se ponga
mayor diligencia en conocer á los
que pueden tratar dello.
Pimentel.—¿Y qué se podría
hacer para remediarlo?
Lerma.—No dar el oficio de los
protomédicos á hombres que
hubiesen de llevar derechos ni
dineros algunos á los que
examinaren, porque así cesaría la
codicia y no los cegaría el interés
que se les sigue. Y demás desto
habíanlos de buscar personas
muy santas, temerosas de Dios y
de sus conciencias, para que no
permitiesen que ninguno tratasse
en esta arte que no la entendiese
y supiese muy bien lo que hacía.
D. Gastar.—Harto buena
gobernación sería essa, y aun
bien necesaria, si se hiciesse lo
que decís, y aun las justicias y
regimientos de los pueblos habían
de entender en remediar esta
falta, cuando saben que un
boticario no es bastante, por el
daño que dello se sigue á la