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