Entrepreneurial, Innovative and Sustainable Ecosystems - Best Practices and Implications for Quality of Life

Preface

References

Contents

Part I: Ecosystems’ Entrepreneurial, Innovative and Sustainable Dimensions (EISE)

Chapter 1: Entrepreneurship, Growth, and Regional Growth Regimes

1.1 Different Patterns of Entrepreneurship, Growth, and Economic Well-Being

1.2 Regional Growth Regimes

1.2.1 What Is a Regional Growth Regime?

1.2.2 Entrepreneurship and Development: Four Types of Regional Growth Regimes

1.3 Characteristics of the Four Growth Regime Types: Hypotheses

1.3.1 The Regional Knowledge Base and the Quality of Start-Up

1.3.2 Regional Industry Structure

1.3.3 General Regional Entrepreneurial Environment

1.3.4 Summarizing the Hypotheses

1.4 Data Issues

1.4.1 Data Sources and Classification into Regime Types

1.4.2 The Spatial Distribution of Growth Regime Types

1.5 Empirical Analysis of Regional Growth Regime Characteristics

1.5.1 Variables

1.5.2 Characteristics of Regional Growth Regimes: T-tests of Equal Means

1.5.3 Multivariate Analyses of Regime-Type Characteristics

1.5.3.1 Methodology

1.5.3.2 Pairwise Comparison of Characteristics of Regional Growth Regimes

1.6 The Development of Growth Regimes over Time

1.6.1 Transition Probabilities

1.6.2 How Persistent Are Regional Growth Regimes?

1.7 Critical Points in the Development of the Growth Regime Life Cycle

1.8 Implications for Policy and for Further Research

Appendix

References

Chapter 2: Local Government Aimed at Quality of Life in Sustainable Cities

2.1 Introduction

2.2 Sustainable Development as a Base

2.3 The City: An Urban Ecosystem?

2.4 Local Government and Sustainability

2.5 Sustainable Cities and Quality of Life

2.6 Conclusion

References

Chapter 3: The Contribution of Smart Cities to Quality of Life from the View of Citizens

3.1 Introduction

3.2 Literature Review

3.2.1 Smart Cities Dimensions

3.2.2 Quality of Life in Smart Cities

3.2.3 Citizens as Key Actors on Smart Cities

3.3 Methodology

3.3.1 Sample

3.3.2 Procedure

3.4 Results

3.5 Conclusions

References

Chapter 4: Expanding Entrepreneurial, Innovative and Sustainable (EIS) Ecosystems: A Cultural-­Historical Activity Theory Perspective

4.1 Introduction

4.2 Literature Review and Motivation

4.2.1 Entrepreneurial, Innovative and Sustainable Ecosystems

4.2.2 Limitations of Current Models

4.3 EIS Ecosystems as Multi-interactive Activity Systems: A New Conceptual Framework

4.3.1 Activity Systems

4.3.2 Object of the Activity System

4.3.3 Subject of the Activity System

4.3.4 Tools of the Activity System

4.3.5 Community, Rules and Division of Labour of the Activity System

4.3.6 EIS Ecosystems as Multi-interactive Activity Systems

4.3.7 Contradictions, Learning and Expansion of EIS Ecosystems

4.4 Activity System Analysis for Analysing and Supporting EIS Ecosystems

4.4.1 Analysing and Supporting EIS Ecosystems Through the Learning Cycle

4.5 Discussion

References

Chapter 5: Product Innovation as Territory Sustainability Added Value: The Case Study of Douro Skincare

5.1 Introduction

5.2 Literature Review

5.2.1 Smart Specialization Strategy

5.2.2 Product Innovation, Sustainability, and Added Value

5.2.3 Tourism and TIPs

5.2.4 Brand and Marketing Linked with Regional Products

5.3 Methodology

5.4 Case Study

5.4.1 Brief Description of Douro Skincare

5.4.2 Process of Business and Product Creation and RIS3

5.4.3 Relation Between Product Innovation and Territory Sustainability and Added Value

5.4.4 Realize the Relation Between TIPs and Tourism

5.4.5 Understand How They Develop the Brand and Their Relation with the Region

5.4.6 Future and Challenges

5.5 Discussion of Results and Concluding Remarks

References

Chapter 6: Entrepreneurship and Innovation Ecosystem’s Drivers: The Role of Higher Education Organizations

6.1 Introduction

6.2 Theoretical Framework

6.3 Methodology

6.3.1 Case Study Approach

6.3.2 Understanding the Mexican Entrepreneurship and Innovation Strategies

6.4 Results and Discussions

6.4.1 Mexican Innovation Ecosystem

6.4.1.1 National Council for Science and Technology

6.4.1.2 Government

6.4.1.3 Industry

6.4.1.4 Higher Education Organizations

6.4.2 Mexican Entrepreneurship Ecosystem

6.4.2.1 Chambers of Commerce

6.4.2.2 Capital Funds

6.4.2.3 Higher Education Organizations

6.4.2.4 Incubators and Accelerators

6.4.2.5 Government

6.4.3 The Role of Higher Education Organizations as Drivers of Entrepreneurship and Innovation Activities in Mexico

6.5 Conclusion

References

Chapter 7: Commercialisation Journey in Business Ecosystem: From Academy to Market

7.1 Introduction

7.2 Literature Review

7.2.1 Overview

7.2.2 Commercialisation Context: The Business Ecosystem

7.2.3 Commercialisation Path: The Related Research Fields

7.2.4 Integration of the Literature

7.3 Methodology

7.3.1 Overview

7.3.2 Case Study Design

7.3.3 Phases of the Research

7.4 Case Study

7.4.1 Background

7.4.2 Data Gathering

7.4.2.1 Reports

7.4.2.2 Interviews

7.4.2.3 Participation

7.5 Results

7.5.1 Comparison of Areas of Literature with Practical Concerns in the Case Study

7.5.2 Comparison of the Commercialisation Timeline

7.5.3 Future Projections

7.5.4 Key Stages Observed in the Practical Commercialisation Process

7.5.5 Dissecting Commercialisation Process by Derived Four-­Stage Process

7.6 Discussion

7.7 Conclusion

References

Part II: Benchmarking Cases

Chapter 8: Creating a Supportive Entrepreneurial Ecosystem for Street Vendors: The Case of the National Association of Street Vendors of India (NASVI)

8.1 Introduction

8.2 The Profile of Street Vendors

8.3 The Formation of NASVI

8.4 Building the Entrepreneurial Ecosystem for Street Vendors

8.5 Outcomes

8.5.1 Greater Legitimacy Established

8.5.2 Enhanced Access to Credit

8.5.3 Enhanced Access to Training

8.5.4 Better Knowledge of and Access to Markets

8.6 Discussion and Review

8.7 Summary and Conclusion

Annexure 1

Elements of National Policy for Urban Street Vendors

Annexure 2

Elements of the Street Vendors (Protection of Livelihood and Regulation of Street Vending) Act

Annexure 3

References

Chapter 9: Sustainable Ecosystems Through Indigenous Social Enterprises

9.1 Introduction

9.2 Social Entrepreneurship and Social Enterprises

9.3 Methodology

9.4 Results

9.4.1 Accountability and Transparency

9.4.2 Legitimacy

9.4.3 Equality

9.4.4 Participatory Organizational Structure

9.4.5 Sustainable Social Innovation

9.4.6 Entrepreneurial Orientation

9.5 Discussion

9.5.1 Building a Sustainable Ecosystem

References

Chapter 10: Re-imagining the Forest: Entrepreneurial Ecosystem Development for Finnish Cellulosic Materials

10.1 Introduction

10.2 Literature

10.3 Research Methodology

10.4 The Finnish Cellulose Entrepreneurship Ecosystem

10.4.1 Context of the CEE

10.4.2 Emergence of the CEE: Phases of Community, Transitions, Roles and Processes

10.4.2.1 Phases of Community

10.4.2.2 Dream Phase

10.4.2.3 Transition from Dream to Inquiry Phase

10.4.2.4 Transition from Inquiry to Commerce Phase

10.5 Conclusions and Implications

References

Chapter 11: Sustainable Environmental and Social Practices in Companies in the State of Santa Catarina, Brazil

11.1 Introduction

11.2 Sustainable Social and Environmental Practices and Quality of Life

11.3 Sustainable Social and Environmental Practices Established by Firms in the State of Santa Catarina, Brazil

11.3.1 Environmental Practices

11.3.2 Social Practices

11.3.3 Difficulties for the Deployment of Sustainable Practices

11.3.4 Motivations and Benefits for the Implementation of Sustainable Practices

11.3.5 Synthesis of Results

11.4 Final Considerations

References

Chapter 12: Mapping an Entrepreneurial, Innovative and Sustainable Ecosystem Using Social Network Analysis: An Exploratory Approach of Publicly Funded Innovative Project Data

12.1 Introduction

12.2 EIS Ecosystems and Network Structure

12.2.1 Entrepreneurial, Innovative and Sustainable (EIS) Ecosystems

12.2.2 Network Analysis and Typologies of Resilience in Innovation Networks

12.3 Methodology

12.4 Results of Structural Analysis of Social Networks

12.4.1 The Algarve Innovation Network

12.4.2 Hierarchy and Homophily in the Innovation Network

12.5 Conclusion

References

Chapter 13: Corporate Social Responsibility and Total Quality Management: The Stakeholders’ Value Creation Debate Revisited

13.1 Introduction

13.2 Background

13.2.1 Corporate Social Responsibility

13.2.2 Total Quality Management

13.3 TQM and CSR as Sustainable Competitive Advantage Sources

13.3.1 TQM and CSR Through the Lens of RBV

13.3.2 Total Quality Management and Its Impact on Stakeholders

13.3.3 Corporate Social Responsibility and Its Impact on Stakeholders

13.4 Dual Strategic Approaches Based on TQM and CSR

13.4.1 Similarities Between TQM and CSR

13.4.2 Towards a Relationship of Complementarity Between TQM and CSR

13.4.3 Empirical Research on Strategic Approaches Based on Both TQM and CSR

13.5 Concluding Remarks

References

Chapter 14: From Broker to Platform Business Models: A Case Study of Best Practices for Business Model Innovation in Hybrid Interorganizational Partnerships

14.1 Introduction

14.2 Toward an Understanding of Business Model Innovation in Hybrid Partnerships

14.2.1 Hybrid Partnerships as Tools for Open Innovation

14.2.2 Business Model Innovation in Hybrid Interorganizational Partnerships

14.3 Context Description

14.4 Main Findings

14.4.1 The Broker Model Stage

14.4.1.1 Assumptions

14.4.1.2 Shortcomings

14.4.2 The Transition Stage

14.4.3 The Platform Model Stage

14.4.3.1 Assumptions

14.5 Discussion and Implications for Practice

References

Chapter 15: Development of an Innovation Ecosystem in a Fast-Paced Economic Environment: The Case of the Vodafone Open Innovation Program

15.1 Introduction: The Need for Innovation Across Industry Boundaries

15.2 Multi-Cross-Industry Innovation Initiatives and Innovation Ecosystems: Conceptual Aspects

15.3 Selection of the Case Example and Research Setting

15.4 Observations in the Case of the Vodafone Open Innovation Program

15.4.1 The Organizational Model of the Vodafone Open Innovation Program

15.4.2 Key Characteristics of the Organizational Model Derived from Case Analysis

15.4.3 Development of an Innovation Ecosystem

15.5 Conclusions

References