| Description |
1 online resource |
| Contents |
Cover -- Title Page -- Copyright Page -- Contents -- Foreword -- Preface -- Chapter One: Introduction -- The Next Generation -- Our Approach -- A Deeper Motivation -- The Boulder Thesis -- Startup Communities are Complex Adaptive Systems -- Where We Were in 2012 -- Where We are Now in 2020 -- Using Complexity Theory to Explain Startup Communities -- Evolving the Boulder Thesis to the Startup Community Way -- Part I: Introduction to Startup Communities -- Chapter Two: Why Startup Communities Exist -- What Entrepreneurs Do -- The External Environment -- Networks Over Hierarchies |
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Networks of Trust -- Density and Agglomeration -- Quality of Place -- Chapter Three: The Actors -- Leaders, Feeders, and Instigators -- Actors -- Chapter Four: The Factors -- The Seven Capitals -- Factors -- Chapter Five: Startup Communities versus Entrepreneurial Ecosystems -- Entrepreneurial Ecosystems -- Alignment of Actors -- Different, but Mutually Reinforcing, Purpose -- Systems Within Systems -- Entrepreneurial Success -- Community/Ecosystem Fit -- Part II: Startup Communities as Complex Systems -- Chapter Six: Putting the System Back into Ecosystem -- Introduction to Systems |
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The Whole System -- Simple, Complicated, and Complex Activities -- Moving from Activities to Systems -- Chapter Seven: Unpredictable Creativity -- Emergence -- Synergies and Nonlinearity -- Self-Organization -- Dynamism -- The Study of Interactions -- Chapter Eight: The Myth of Quantity -- More of Everything -- Outliers, Not Averages -- Entrepreneurial Recycling -- Leaders as Supernodes -- Chapter Nine: The Illusion Of Control -- Not Controllable -- Not Fully Knowable -- Feedbacks and Contagion -- Getting Unstuck -- Letting Go -- Chapter Ten: The Absence of a Blueprint |
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Initial Conditions and Basins of Attraction -- The Narrative Fallacy -- Building on Strengths and Learning From Failures -- Cultivating Topophilia -- Chapter Eleven: The Measurement Trap -- The Fundamental Measurement Problem -- Actor and Factor Models: A Categorical Approach -- Standardized Metrics Models: A Comparative Approach -- Network Models: A Relational Approach -- Dynamic Models: An Evolutionary Approach -- Cultural-Social Models: A Behavioral Approach -- Logic Models: A Causal Approach -- Agent-Based Models: A Simulation Approach -- Applying the Different Models |
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Part III: From the Boulder Thesis to the Startup Community Way -- Chapter Twelve: Simplifying Complexity -- The Boulder Thesis -- The Rainforest -- Applying Systems Thinking -- Looking Deeply -- Leverage Points -- Chapter Thirteen: Leadership is Key -- Be a Mentor -- Entrepreneurs as Role Models -- Key Leadership Characteristics -- Chapter Fourteen: Think Ingenerations -- Progress is Uneven and Often Feels Slow -- The Endless Long-Term Game -- Chapter Fifteen: Diversity is a Feature, not a Bug -- Cultivate Diversity -- Embracing Diversity -- Think Broadly about Entrepreneurship |
| Summary |
"The Startup Community Way is a sequel to Startup Communities: Building an Entrepreneurial Ecosystem in Your City. It pciks up where Startup Communities left off, looking at why makes startup communties thrive -- anywhere. The Startup Community Way advances the practice of startup community building in several key ways: Establishes the very notion of a startup community. Provides an intro to relevant historical frameworks: agglomeration, networks, creative class Establishes the Boulder Thesis: a governing philosophy for startup communitie. Discusses the role of key stakeholders (leaders and feeders), what can go wrong (Classical Problems and Myths), why a community matters (Power of Community and Broadening), and why leaders are the key to bringing it all together (Attributes of Leadership). Offers a ton of practical advice along the way, aimed primarily at entrepreneur community builders. Expands the Boulder Thesis to benefit nascent startup communities or those in an international context. Discusses es the role of government (national, regional, local, international) in startup communities -- they can and do play a big role, particularly outside of the United States. Provides a framework or model for assessing and measuring the "maturity" of a particular startup community--"Where are we?" and "How do we get where we need to go?" Shares lessons that will be more generalizable across geographies and will tell lots of stories from around the United States and other countries. ?SCW will go deeper on other universities, other non-tech stuff, and structural dynamics (like technology transfer, patents, rules of engagement for students). It ill also develop a more robust framework for assessing and measuring a startup community (ranges from quality and types of stakeholders and assets to improving linkages and changing culture). ?Having the benefit of 6+ years to look back upon, SCW will have examples to draw upon from cities around the world -- a look back at what we have learned in the last half decade. In that regard, we'll have many more outside voices (contributors) in this book compared with SC1. ?The main new intellectual contribution of SCW is the introduction and application of "complex systems" theory into the practice of startup community building. SC1 is steeped in complexity theory, though does not go deep on explaining the implications of complex systems and how that justifies our recommendations (which differ widely from more traditional approaches). ?SCW will have a more robust/concise practitioners guide at the end"-- Provided by publisher. |
| Subject |
Communities -- Social aspects.
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Entrepreneurship.
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New business enterprises -- Environmental aspects.
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Entrepreneurship |
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Communauté -- Aspect social. |
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Entrepreneuriat. |
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Nouvelles entreprises -- Aspect de l'environnement. |
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entrepreneurs. |
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Communities -- Social aspects |
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Entrepreneurship |
| Added Author |
Hathaway, Ian, author.
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| Other Form: |
Original 1119613604 9781119613602 (OCoLC)1097287820 |
| ISBN |
9781119613640 (e-book) |
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1119613647 |
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