DOCSLIB.ORG

How City Networks Drive Civic Entrepreneurship REPORT

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
How City Networks Drive Civic Entrepreneurship REPORT REPORT Innovation That Matters How City Networks Drive Civic Entrepreneurship May 15, 2015 Author Editors Patrick McAnaney Rich Cooper Morgan Gress Contributors Erin Klem Michael Hendrix Tim Lemke Malavika Kesavan Margaret Shepard Melissa Ste!an Brought to you by Acknowledgements The author and contributors would like to thank all the roundtable participants who devoted their time to take part in the Innovation that Matters listening tour. We also thank our local partners for helping to organize the event, including 1871 in Chicago; NYU Polytechnic School of Engineering in New York; Capital Factory and the Austin Chamber of Commerce in Austin; Microsoft in Boston; RocketSpace in San Francisco; Grand Circus in Detroit; and the New Orleans Business Alliance and Idea Village in New Orleans. We would also like to recognize the support of Microsoft CityNext for sponsoring the roundtable events and Brunswick Insights for conducting the Innovation that Matters survey. Finally, we thank Atlantic Media Strategies for their contribution to the design and production of the report. INNOVATION THAT MATTERS ii Contents TERMINOLOGY .................................................................................................................................VII EXECUTIVE SUMMARY ........................................................................................................................1 INTRODUCTION ................................................................................................................................. 7 THE FRAMEWORK: THE CIVIC ENTREPRENEURIAL ECOSYSTEM ........................................................ 11 The Network Effect .......................................................................................................................................................................................................................11 The Triangle of Civic Entrepreneurship ..............................................................................................................................................................................13 The Supporting Roles .................................................................................................................................................................................................................16 The Platform—Environmental Building Blocks ...............................................................................................................................................................18 From V1.0 to V2.0—Creating Conditions vs. Active Empowerment .......................................................................................................................21 CIVIC ENTREPRENEURSHIP INDEX ..................................................................................................25 Overview ..........................................................................................................................................................................................................................................25 Key Findings ...................................................................................................................................................................................................................................26 Results .............................................................................................................................................................................................................................................29 CITY FINDINGS ................................................................................................................................33 Austin ................................................................................................................................................................................................................................................33 Boston ..............................................................................................................................................................................................................................................35 Chicago ............................................................................................................................................................................................................................................37 Detroit ...............................................................................................................................................................................................................................................39 New Orleans ....................................................................................................................................................................................................................................41 New York ..........................................................................................................................................................................................................................................43 San Francisco ...............................................................................................................................................................................................................................45 Washington, D.C. ...........................................................................................................................................................................................................................47 LISTENING TOUR INSIGHTS .............................................................................................................49 Opportunities.................................................................................................................................................................................................................................50 The Asset Base .................................................................................................................................................................................................51 The Evolving Civic Sector ..............................................................................................................................................................................53 iii INNOVATION THAT MATTERS The Disruptive Urgency .................................................................................................................................................................................55 The Citizen Engagement Factor ....................................................................................................................................................................57 The Dual Paths: Partner or Circumvent ......................................................................................................................................................59 Challenges .......................................................................................................................................................................................................................................61 The Alignment Gap ..........................................................................................................................................................................................62 The Bureaucratic Maze ..................................................................................................................................................................................64 The Credibility Dilemma.................................................................................................................................................................................69 The Risk Disincentives ....................................................................................................................................................................................71 The Noise Factor ...............................................................................................................................................................................................74 Solutions ..........................................................................................................................................................................................................................................75 Establish System Connectivity .....................................................................................................................................................................76 Embrace the Friction.......................................................................................................................................................................................86 Build the Market...............................................................................................................................................................................................90 Turn the Lights On ............................................................................................................................................................................................94 Unlock Hidden Capital ....................................................................................................................................................................................98
Load more

Recommended publications
  • Patterns of Internationalization for Developing Country Enterprises
    Printed in Austria V.07-89254—September 2008—1,500 Patterns of Internationalization for Developing Country Enterprises Enterprises Developing Country for Internationalization of Patterns Patterns of Internationalization for Developing Country Enterprises (Alliances and Joint Ventures) and Joint (Alliances (Alliances and Joint Ventures) UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION Vienna International Centre, P.O. Box 300, 1400 Vienna, Austria Telephone: (+43-1) 26026-0, Fax: (+43-1) 26926-69 UNITED NATIONS E-mail: [email protected], Internet: www.unido.org INDUSTRIAL DEVELOPMENT ORGANIZATION Patterns of Internationalization for Developing Country Enterprises (Alliances and Joint Ventures) Prepared for UNIDO by J. M. de Caldas Lima UNITED NATIONS INDUSTRIAL DEVELOPMENT ORGANIZATION Vienna, 2008 PIDCE-PART 1.indd 1 1/9/08 12:07:42 pm Acknowledgements This publication is based on more than 20 years of the United Nations Industrial Development Organisation (UNIDO) experience in assisting developing countries to formulate appropriate policies and tools at the country level and in assisting individual enterprises to assess and formulate joint venture agreements. It was prepared by José de Caldas Lima, in cooperation with F. Mithat Kulur, Chief, UNIDO Investment Promotion Unit, Investment and Technology Promotion Branch. UNIDO would like to acknowledge valuable contributions in the legal sphere made to its investment and technology promotion programmes by several specialists, namely Dr Christian Newman, Dr Branco Vukmir and Dr Arthur Wolff, Ruth Nyakotey. UNIDO would also like to thank Prof. John S. Henley of the University of Edinburgh Manage- ment School for his valuable comments during the drafting stage. Senior officer at UNIDO (984–2002) doing extensive work in the areas of technology transfer, technology management and investment promotion.
    [Show full text]
  • State Intervention and Business Group Performance in China's Transition
    STATE INTERVENTION AND BUSINESS GROUP PERFORMANCE IN CHINA’S TRANSITION ECONOMY A DISSERTATION SUBMITTED TO THE FACULTY OF THE GRADUATE SCHOOL OF THE UNIVERSITY OF MINNESOTA BY XINXIANG CHEN IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF DOCTOR OF PHILOSOPHY ADVISER: DAVID KNOKE MAY 2009 © Xinxiang Chen 2009 ACKNOWLEDGEMENTS I accrued many debts during the course of this research, and I owe much gratitude to many friends and colleagues. After a long and agonizing journey up to the dissertation defense, this is probably the most difficult section to write because of the numerous individuals, organizations, and institutions that were crucial in the course of study. It is very difficult to acknowledge, exhaustively, every person and it is even possible to forget to the most important ones. However, I will try to remember all and those I will forget, please forgive me. First, I would like to, unreservedly express my thanks to my dissertation advisor, Professor David Knoke, who saw my ideas growing into a Ph.D. dissertation. I do not know how to express my thanks to you Dave but to say that you have been more than an advisor to being a parent, and a friend. You have patiently steered this dissertation, and hope I have not disappointed you. I know sometimes, you have had to deal with ideas that I thought were complete but only to get back the paper full of comments. From our back and forth interaction by comments and revision so many times, I have been learning and growing. It was unbelievable that the comments from you were in so detail, even including very tiny grammatical errors, a coma, and a period.
    [Show full text]
  • Measuring the Value of Strategic Alliances in the Wake of a Financial Implosion: Evidence from Japan's Financial Services Sector
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by DSpace at New York University Measuring the Value of Strategic Alliances in the Wake of a Financial Implosion: Evidence from Japan's Financial Services Sector Ingyu Chiou School of Business Eastern Illinois University 600 Lincoln Avenue Charleston, IL 61920-3099 (217)581-6036 e-mail: [email protected] Lawrence J. White Leonard Stern School of Business New York University 44 West 4th Street New York, NY 10012-1126 (212)998-0880 e-mail: [email protected] Draft: 10/8/03 Please do not quote or cite without the permission of the authors We would like to thank Benedicte Reyes, Raj Varma, Yasu Hoshino, and participants in the 2000 Southern Finance Association, 2001 Financial Management Association, and 2002 APFA/PACAP/FMA meetings for helpful comments. Ingyu Chiou gratefully acknowledges a 2001 Summer Research Grant (No. 1-00204) from Eastern Illinois University. We also thank Minyuan Zhoa, Anjela Kniazeva, and Diana Kniazeva for their research assistance. 1 Abstract This paper examines the wealth effects of financial-institution strategic alliances on the shareholders of the newly allied firms. Our paper is different from previous studies of non-financial joint ventures, financial and non-financial mergers and acquisitions, and non-financial strategic alliances in three important aspects/ways: First, we focus on financial institutions that form strategic alliances. Second, while most related studies use U.S. data, this paper employs Japanese data for the late 1990s, directly testing financial theory in a different setting. Finally, we study whether different types of alliances result in differing magnitudes of stock market responses.
    [Show full text]
  • Political Parties in Business*
    Political Parties in Business * Berhanu Abegaz The College of William and Mary College of William and Mary Department of Economics Working Paper Number 113 April 2011 * I am grateful for helpful comments and suggestions from Alemante G. Selassie and T. J. Cheng. Comments welcome, but please do not quote. Email: [email protected] COLLEGE OF WILLIAM AND MARY DEPARTMENT OF ECONOMICS WORKING PAPER # 113 April 2011 Political Parties in Business Why have some mono-parties in emerging market economies (such as Taiwan’s KMT and Ethiopia’s EPRDF) established formidable business empires while powerful ruling parties in socialist economies invariably decried them? The phenomenon of party-owned business (Parbus), much like military-controlled businesses, is an integral part of the drive for a total “capture,” by an insurgent vanguard party, of key state and societal institutions in weak market economies. A Parbus-based fusion of political power and economic power is a conundrum for traditional conceptions of corruption, public enterprises, bona fide private enterprises, or oligarchy. Party-state capitalism is a novel phenomenon that is quite germane to the debate on developmental states and neo-patrimonialism especially in Asia and Africa. At the extreme ends of economic and political governance, the Parbus can be viewed as a market-defying institutionalization of grand corruption or as a market-facilitating strategy of shared growth. The parasitic rent-seeking interpretation is that the Parbus is an ingeniously disguised mechanism for tunneling public assets and for creating and redistributing economic rent in resource-poor, post-conflict societies where the state is the biggest economic prize.
    [Show full text]
  • Reforming Corporate Governance in East Asia Meredith Woo-Cumings Northwestern University
    Macalester International Volume 7 Globalization and Economic Space Article 16 Spring 5-31-1999 Reforming Corporate Governance in East Asia Meredith Woo-Cumings Northwestern University Follow this and additional works at: http://digitalcommons.macalester.edu/macintl Recommended Citation Woo-Cumings, Meredith (1999) "Reforming Corporate Governance in East Asia," Macalester International: Vol. 7, Article 16. Available at: http://digitalcommons.macalester.edu/macintl/vol7/iss1/16 This Article is brought to you for free and open access by the Institute for Global Citizenship at DigitalCommons@Macalester College. It has been accepted for inclusion in Macalester International by an authorized administrator of DigitalCommons@Macalester College. For more information, please contact [email protected]. Reforming Corporate Governance in East Asia Meredith Woo-Cumings The Asian financial crisis of 1997–98 involved, among other things, a failure of regulation. Some believe this failure is endemic to global capitalism, and others believe it was profoundly local and idiosyn- cratic, emanating from regulatory flaws in the affected countries, stretching an arc from Thailand and Indonesia to Korea and Japan. There is also a debate about the nature of the regulation that failed. Some argue that the crisis emanated from a surfeit of nettlesome regu- lations and endemic industrial policy; others claim it happened for want of effective regulations and (even) industrial policy. Across the hypotenuse of these disagreements, however, stretches a universal recognition that regulatory infrastructure and institutions do matter and that they must play a major role in the way we think about eco- nomic development. After the miracle years in East Asia, “good gover- nance” has become the Spirit of the Age.
    [Show full text]
  • Download a New Era.Pdf, 4 MB
    navigating a new era of business and human rights I Navigating a New Era of Business and Human Rights is a collaboration between faculty and researchers at the Institute of Human Rights and Peace Studies, Mahidol University and Article 30. Article 30 solely commissioned the project and carried out or arranged all editing and design work. i About Article 30 Article 30 promotes innovation and best practices in the field of business and human rights. We do this by producing cutting-edge content and offering expertise on both the letter and spirit of human rights in commercial contexts. Our team combines legal, political, and social practitioners with widely varied backgrounds and experiences. Technical compliance with the UN Guiding Principles is important, but it is only a starting point for Article 30. Article 30 is about the deeper purpose of human rights: meaningful change, reckoning with tough chal- lenges, mobilizing innovative ideas, enabling people to take action on their own behalf, and realizing new levels of buy-in, resiliency and sustainability. For more information, please visit www.article30.org/ About the Institute of Human Rights and Peace Studies, Mahidol University (IHRP) The Institute of Human Rights and Peace Studies (IHRP) is the result of a recent merger between Mahidol University’s Center for Human Rights Studies and Social Development (est. 1998) and the Research Center for Peacebuilding (est. 2004). IHRP combines the experience and perspective both centers have to offer. IHRP is uniquely interdisciplinary and is redefining the fields of peace, conflict, justice and human rights studies, in the Asian Pacific region and beyond.
    [Show full text]
  • Dynamics of Strategic Alliance Networks in the Global Information Sector, 1989-2000*
    Dynamics of Strategic Alliance Networks in the Global Information Sector, 1989-2000* David Knoke, Song Yang, Francisco J. Granados University of Minnesota Department of Sociology 909 Social Sciences Bldg. 267-19th Avenue South University of Minnesota Minneapolis, MN 55455-0412 May 2002 * To be presented at Standing Working Group for Business Network Research “The Dynamics of Networks” 18th EGOS Colloquium, Barcelona, July 4-6, 2002. Address all queries to Professor David Knoke <[email protected]> 1 Dynamics of Strategic Alliance Networks in the Global Information Sector, 1989-2000 ABSTRACT Researchers have extensively documented dramatic increases in the formation of strategic alliances among corporations to achieve a variety of purposes: to conduct R&D projects, integrate products, penetrate new markets, formulate industry standards, undertake collective political actions. A complex macro-level structure emerging from their micro-level collaborations is the strategic alliance network, comprising subsets of firms within an organizational field that are interconnected by their repeated and overlapping partnerships through time. A strategic alliance network constitutes an opportunity structure that simultaneously facilitates and constrains the possibilities for field members to form new collaborative combinations. Network configurations also shape the outcomes of both alliances and their partnering organizations. As an organizational field evolves and institutionalizes, it develops stable positions, identified by clusters of firms that exhibit specially dense collaborative ties to one another, but sparser or nonexistent alliances with other organizational positions. Our objective is to investigate dynamic structural changes in the strategic alliance networks of the global information sector (GIS) from 1989 to 2000, a period when this organizational field experience major transformations in technology and economic competition.
    [Show full text]
  • A Forensic Study of Daewoo's Corporate Governance: Does Responsibility for the Meltdown Solely Lie with the Chaebol and Korea? Joongi Kim
    Northwestern Journal of International Law & Business Volume 28 Issue 2 Winter Winter 2008 A Forensic Study of Daewoo's Corporate Governance: Does Responsibility for the Meltdown Solely Lie with the Chaebol and Korea? Joongi Kim Follow this and additional works at: http://scholarlycommons.law.northwestern.edu/njilb Part of the Accounting Law Commons, Corporation and Enterprise Law Commons, Criminal Law Commons, Foreign Law Commons, and the Securities Law Commons Recommended Citation Joongi Kim, A Forensic Study of Daewoo's Corporate Governance: Does Responsibility for the Meltdown Solely Lie with the Chaebol and Korea?, 28 Nw. J. Int'l L. & Bus. 273 (2007-2008) This Article is brought to you for free and open access by Northwestern University School of Law Scholarly Commons. It has been accepted for inclusion in Northwestern Journal of International Law & Business by an authorized administrator of Northwestern University School of Law Scholarly Commons. A Forensic Study of Daewoo's Corporate Governance: Does Responsibility for the Meltdown Solely Lie with the Chaebol and Korea? Joongi Kim* I. INTRODUCTION At the end of 1999, one of the largest conglomerates in the world, the Daewoo Group, collapsed in a spectacular fashion. During its peak, Daewoo was a sprawling enterprise with over 320,000 employees with 590 subsidiaries overseas that operated in over 110 countries.' Its management received widespread praise and academic recognition for its success. 2 Yet, when the Asian financial crisis hit in 1997, it managed to commit a deception worth 22.9 trillion won ($15.3 billion) that was termed the "biggest accounting fraud in history, surpassing WorldCom and * Professor, College of Law, Yonsei University.
    [Show full text]
  • Transfer of Control and Ownership Structure in Family Firms
    Transfer of Control and Ownership Structure in Family Firms Hojong Shin* This paper documents a novel channel of transfer of control in family firms. I provide evidence, from a natural experiment, that avoiding inheritance tax is the motivation behind intra-group mergers in Korea. Due to the tax reform that increased the personal inheritance tax by 25 percentage points, firms burdened by a high personal inheritance tax are likely to increase stock-for-stock intra-group merger activities during the post- tax-reform period. This result suggests that firms with heavy inheritance tax burdens acquire affiliates owned by heirs, who then convert private target shares into acquirer shares while avoiding the inheritance tax. Keywords: succession tax, tax avoidance, intra-group merger, family firm, transfer of control, ownership structure JEL Codes: G30, G34, H26 *Department of Finance, College of Business Administration, California State University, Long Beach, CA ([email protected]). I am deeply grateful for the Best Paper Award at the Asian Finance Association Conference and the Best Dissertation Award at the Conference on Asia-Pacific Financial Market. I thank all participants for their comments at the Finance Management Association Conference, Midwest Finance Association Conference, Southern Finance Association Conference, National Tax Association Conference, IFABS Oxford Conference, Asian Finance Association conference, Conference on Asia-Pacific Financial Market, Conference on Empirical Legal Studies, and seminars at Michigan State University, University of Cincinnati, University of Sydney, and California State University, Long Beach. This paper was previously circulated as “What Else Shapes Firm Boundaries? Succession Taxes.” I. Introduction In exchange for these financial contributions, prosecutors say, Ms.
    [Show full text]
  • One-Sheet Overview of ASBC and ASBI
    MEMBER ORGANIZATIONS “The American Sustainable Business Council is the most (PARTIAL LIST*) important and exciting new initiative I’ve been involved with 1% For The Planet since I started Seventh Generation over 21 years ago. For 1worker:1vote American Independent Business Association American America to once again become a land of justice and equity, Made Alliance Association for Enterprise Opportunity hope, and possibility, progressive and responsible business B Lab BASE - Kansas City needs a seat at the table as policy is shaped, rules are written Building Materials Reuse Association Business Alliance for Local Living Economies Business and priorities set.” for Fair Minimum Wage -- Jeffrey Hollender, Co-Founder, Seventh Generation; Businesses for Montana's Outdoors Chesapeake Sustainable Business Council Chair, ASBC Board of Directors Fair Trade Federation Green America Green Chamber of Commerce Illinois Green Business Association Integrative Healthcare Policy Consortium THE BUSINESS CALL TO ACTION Kentucky Sustainable Business Council Local First Arizona Local First Chicago Tremendous opportunities lie Historically, these businesses and Local First Ithaca Long Island Hispanic Chamber of Commerce ahead for America, including the associations that represent Lowcountry Local First a growing base of good jobs, them have been decentralized and Manufacture NY accessible healthcare, a healthy fragmented. They have lacked Metro Independent Business Alliance Mile High Business Alliance environment and agricultural sufficient visibility and political National Asian American Coalition system, and financial stability. clout to break through. National Latino Farmers & Ranchers Trade Association These are essential components New Mexico Green Chamber of Commerce New Voice of Business of a robust economy that Elected leaders, their aides and New York State Sustainable Business Council balances economic, social and advisors have urged businesses North Carolina Business Council Northwest Atlantic Marine Alliance environmental needs.
    [Show full text]
  • Report of Study Group on Business Alliances(PDF : 1404KB)
    Tentative Translation Please be noted that Japanese version is the authentic Japan Fair Trade Commission Competition Policy Research Center Report of the Study Group on Business Alliances (This translation does not include Part II from the original text) July 10, 2019 Study Group on Business Alliances Tsuyoshi Ikeda, Attorney at law, IKEDA & SOMEYA Hiroaki Ishigaki, Managing Director, NERA Economic consulting Takahiro Saito, Professor, Faculty of Law, Nanzan University (Chief Researcher, Competition Policy Research Center) Toshiaki Tada, Attorney at Hibiya Sogo Law Offices [Chair]Akira Negishi, Project Professor, Social Systems Innovation Center, Kobe University Masaaki Miyai, Professor, College of Law, Ritsumeikan University (Chief Researcher, Competition Policy Research Center) Eiji Yamada, Executive principal, The Japan Research Institute, Limited [As arranged according to the Japanese syllabary, with titles omitted; Official positions are as of June 14, 2019] (Observers) Yosuke Okada, Professor, Faculty of Economics, Hitotsubashi University (Director, Competition Policy Research Center) Hiroshi Ohashi, Professor, Graduate School of Economics, University of Tokyo (Chief Researcher, Competition Policy Research Center) Jun Nakabayashi, Associate Professor, Department of Economics, Kinki University (Chief Researcher, Competition Policy Research Center) [Titles omitted; Official positions are as of June 14, 2019] (Secretariat) Economic Research Office, General Affairs Division, Economic Affairs Bureau, General Secretariat, Japan Fair Trade
    [Show full text]