Business Models in the Indian Craft Sector: A Typological Analysis

The Indian craft sector, one of the world's largest decentralized creative economies, embodies complex intersections of culture, livelihood, and commerce. Yet, existing scholarship and policy discourse remain fragmented, focusing narrowly on heritage preservation or isolated market interventions. This study develops a conceptual typology of business models within the Indian craft ecosystem by integrating distinction between instrumental and substantive value logics with framework of governance modes. Using a conceptual–analytical design grounded in secondary case analysis of representative enterprises, such as Fabindia, SEWA, Jaipur Rugs, KVIC, Raghurajpur, and GoCoop, the paper identifies six ideal‐type models: market‐oriented, cooperative and cluster‐based, value‐based hybrid models, state‐supported policy‐driven, experience‐driven and club‐good, and digital and post‐globalization models. The typology reveals how plural economic logics coexist through hybrid governance and evolving digital interfaces. The study contributes to cultural‐entrepreneurship and ecosystem literature by reconceptualizing crafts as a plural economy rather than a residual informal sector. It also provides actionable insights for policymakers and entrepreneurs seeking to align cultural sustainability with market viability. The framework offers a basis for comparative research across creative industries in emerging economies and invites empirical validation through longitudinal and mixed‐method approaches.