Creating entrepreneurial communities: building community capacity for ecosystem development

Markley, Deborah M.; Lyons, Thomas S.; Macke, Donald W.

doi:10.1080/15575330.2015.1041539

Cited by 42 publications

(23 citation statements)

References 22 publications

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“…To connect the entrepreneurship stimulating forces in EEs, EE leaders engage in several activities, such as pursuing initiatives to build the ecosystem, developing the ecosystem's social network, and promoting a shared vision among EE participants (Markley et al, ; Spigel, ). In general, leaders operate as ecosystem “champions”—catalysts who intensify interest and activity in an ecosystem and work with the EE's stakeholders to promote the ecosystem's health and sustainability (Haines, ; Roundy, ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…There is growing acknowledgment among scholars and practitioners that entrepreneurial activities are embedded in dense webs of physical, social, and cultural forces and that location‐specific factors shape most phases of the entrepreneurship process (Audretsch, Falck, Feldman, & Heblich, ; McKeever, Jack, & Anderson, ; Spilling, ; Welter, ). Reflecting entrepreneurship's embeddedness in unique contexts and building on previous streams of research examining innovation systems (Cooke, Uranga, & Etxebarria, ), industrial clusters (Porter, ), and entrepreneurial communities (Markley, Lyons, & Macke, ), scholars are devoting heightened attention to entrepreneurial ecosystems (EEs), the interconnected agents, institutions, and forces that promote and support entrepreneurship in geographic areas (cf., Ács, Stam, Audretsch, & O'Connor, ; Malecki, ; Roundy, ; Spigel, ).…”

Section: Introductionmentioning

confidence: 99%

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Do we Lead Together? Leadership Behavioral Integration and Coordination in Entrepreneurial Ecosystems

Roundy

2020

J of Leadership Studies

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Entrepreneurial ecosystems are the systems of forces that encourage and sustain entrepreneurship in geographic areas. Vibrant entrepreneurial ecosystems exhibit coordination—participants engage in explicit attempts to organize, develop, and promote the ecosystem. Coordination involves ecosystem leaders; however, there is not a theory explaining the linkages between ecosystem leadership and coordination. To understand how ecosystem leaders promote coordination, the current paper proposes a model of entrepreneurial ecosystem behavioral integration. It is theorized that entrepreneurial ecosystem behavioral integration is influenced by leader and leadership‐group characteristics and, in turn, influences an ecosystem's cognitive, social, and cultural coordination. The model contributes to research at the intersection of leadership and entrepreneurship by delineating a precise and theoretically grounded conception of the connections between ecosystem leadership and coordination. A more nuanced understanding of coordination is provided by identifying its mechanisms and sub‐dimensions. The proposed theory charts a path for interdisciplinary research on leadership and entrepreneurial ecosystems and identifies practical implications for ecosystem leaders.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Do we Lead Together? Leadership Behavioral Integration and Coordination in Entrepreneurial Ecosystems

Roundy

2020

J of Leadership Studies

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“…This is because these corporations are not headquartered in these communities, and are only there for what they can get (Conroy et al, 2016;Peter, 2017). Economic gardening, on the other hand, fosters the growth of local businesses spawned in the local community, and these businesses are more likely to engage in sustainable usage of resources as they and their families live in these communities, and would want to be able to do business there for a long time without damaging the prospects of future generations (Markley et al, 2015;Miles & Morrison, 2018).…”

Section: Stream 1: Reasoned Arguments On Why Economic Gardening Is Anmentioning

confidence: 99%

Developing A Nigerian Local Government Through Economic Gardening: A Roadmap

Zubairu

Kolo²,

Umar³

et al. 2019

scj

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Economic Gardening is an innovative economic development strategy whereby local businesses are fostered and encouraged, and the skills of local workers are upgraded. Since its inception in Littleton, Colorado in 1989, this concept has been put forward by various scholars as a viable and more sustainable economic development strategy than the traditional business attraction strategy. Various implementation experiences have provided further evidence of its effectiveness in improving the quality of life of the inhabitants of a community. This paper charts a roadmap for the development and future implementation of an economic gardening strategy for a Nigerian local government whose officials have shown an interest in adopting such a strategy. A seven-step process was adopted from a review of economic gardening scholarship: 1) Working hand-in-hand with local government officials and other stakeholders, 2) Identifying the community’s assets, 3) Developing a collaborative effort amongst all stakeholders, 4) Developing a clear and transparent operating agreement, 5) Identifying the key targets for services, 6) Developing an effective way to deliver these services, and 7) Communicating regularly with the community so as to gain and retain their support. A lack of political will and a lack of adequate infrastructure were identified as the two biggest obstacles to the successful implementation of the economic gardening strategy in the local government. The first obstacle was mitigated by the fact that it was the local government officials who approached our team to develop the strategy, whilst the second obstacle was mitigated by a proposal for the development of a solar farm within the local government via a public-private partnership with an international solar firm. It is hoped that a successful implementation of this strategy will improve the lives of the inhabitants of the local government and serve as an example for other Nigerian local governments.

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“…To build capacity in a region, there must be a clear process, or runway, that will lead entrepreneurs from idea to commercialization to exit and provide the necessary support services along the way (Markley et al, 2015). Champions can play a pivotal role in leading entrepreneurs through this process.…”

Section: Processmentioning

confidence: 99%

“…The ecosystem must ensure ongoing engagement among key stakeholders, meaning those "who have a self-interest in the development of entrepreneurs and the economic development outcomes that result" (Markley et al, 2015). Key stakeholders in a region include local, state, and federal governments; service providers (e.g., accountants, lawyers, and consultants); educational and research institutions; mentors; investors; media; and, most importantly, entrepreneurs.…”

Section: Stakeholder Engagementmentioning

confidence: 99%

Developing a Startup and Innovation Ecosystem in Regional Australia

Haines

2016

Technology Innovation Management Review

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Creating entrepreneurial communities: building community capacity for ecosystem development

Cited by 42 publications

References 22 publications

Do we Lead Together? Leadership Behavioral Integration and Coordination in Entrepreneurial Ecosystems

Do we Lead Together? Leadership Behavioral Integration and Coordination in Entrepreneurial Ecosystems

Developing A Nigerian Local Government Through Economic Gardening: A Roadmap

Developing a Startup and Innovation Ecosystem in Regional Australia

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