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List of Tables and Figures; List of Acronyms; Acknowledgements; Introduction: Thinking Big Again; Chapter 1: From Crisis Ideology to the Division of Innovative Labour; Chapter 2: Technology, Innovation and Growth; Chapter 3: Risk-Taking State: From 'De-risking' to 'Bring It On!'; Chapter 4: The US Entrepreneurial State; Chapter 5: The State behind the iPhone; Chapter 6: Pushing vs. Nudging the Green Industrial Revolution; Chapter 7: Wind and Solar Power: Government Success Stories and Technology in Crisis; Chapter 8: Risks and Rewards: From Rotten Apples to Symbiotic Ecosystems; Chapter 9: So.
Seizing opportunities, inventing new products, transforming markets--entrepreneurs are an important and well-documented part of the private sector landscape. Do they have counterparts in the public sphere? The authors argue that they do, and test their argument by focusing on agents of dynamic political change in suburbs across the United States, where much of the entrepreneurial activity in American politics occurs. The public entrepreneurs they identify are most often mayors, city managers, or individual citizens. These entrepreneurs develop innovative ideas and implement new service and tax arrangements where existing administrative practices and budgetary allocations prove inadequate to meet a range of problems, from economic development to the racial transition of neighborhoods. How do public entrepreneurs emerge? How much does the future of urban development depend on them? This book answers these questions, using data from over 1,000 local governments. The emergence of public entrepreneurs depends on a set of familiar cost-benefit calculations. Like private sector risk-takers, public entrepreneurs exploit opportunities emerging from imperfect markets for public goods, from collective-action problems that impede private solutions, and from situations where information is costly and the supply of services is uneven. The authors augment their quantitative analysis with ten case studies and show that bottom-up change driven by politicians, public managers, and other local agents obeys regular and predictable rules.
In this book Paul Dragos Aligica revisits the theory of political self-governance in the context of recent developments in behavioral economics and political philosophy that have challenged the foundations of this theory. Building on the work of the 'Bloomington School' created by Nobel Laureate Elinor Ostrom and Public Choice political economy co-founder Vincent Ostrom, Aligica presents a fresh conceptualization of the key processes at the core of democratic-liberal governance systems involving civic competence and public entrepreneurship. The result is not only a re-assessment and re-articulation of the theories constructed by the Bloomington School of Public Choice, but also a new approach to several cutting-edge discussions relevant to governance studies and applied institutional theory, such as the debates generated by the recent waves of populism, paternalism and authoritarianism.
This book provides a fresh perspective on the political agency of private entrepreneurs in contemporary China. Most Chinese scholarship describes this group as being politically acquiescent due to systematic co-optation by the party state. This book, however, argues that private entrepreneurs should be understood, and analytically conceptualized, as a 'strategic group' that makes use of different formal and informal channels to safeguard and expand its interests, though so far it has not challenged the current regime.State-business relations in contemporary China should thus be understood not in terms of mere clientelism, but as a dynamic symbiosis in which private entrepreneurs contribute substantially to policy and institutional change. This book is based on several years of comparative empirical fieldwork across China. With its rich and unique qualitative data and insights, this volume contributes significantly to our understanding of the political behaviour and impact of private entrepreneurs in contemporary China.
This publication identifies the reason leading small business owner-managers to choose stock-type public funding, and assesses the effects of their choice on both themselves and their firm. It compares listed and unlisted firms.
Can we solve big public problems anymore? Yes, we can. This provocative and inspiring book points the way. The huge challenges we face are daunting indeed: climate change, crumbling infrastructure, declining public education and social services. At the same time, we've come to accept the sad notion that government can't do new things or solve tough problems—it's too big, too slow, and mired in bureaucracy. Not so, says former public official, now Harvard Business School professor, Mitchell Weiss. The truth is, entrepreneurial spirit and savvy in government are growing, transforming the public sector's response to big problems at all levels. The key, Weiss argues, is a shift from a mindset of Probability Government—overly focused on safe solutions and mimicking so-called best practices—to Possibility Government. This means public leadership and management that's willing to boldly imagine new possibilities and to experiment. Weiss shares the three basic tenets of this new way of governing: Government that can imagine: Seeing problems as opportunities and involving citizens in designing solutions Government that can try new things: Testing and experimentation as a regular part of solving public problems Government that can scale: Harnessing platform techniques for innovation and growth The lessons unfold in the timely episodes Weiss has seen and studied: the US Special Operations Command prototyping of a hoverboard for chasing pirates; a heroin hackathon in opioid-ravaged Cincinnati; a series of experiments in Singapore to rein in Covid-19; among many others. At a crucial moment in the evolution of government's role in our society, We the Possibility provides inspiration and a positive model, along with crucial guardrails, to help shape progress for generations to come.
Discussing the complex history of Silicon Valley and other pioneering centres of venture capital, Lerner uncovers the extent of government influence in prompting growth. He examines the public strategies used to advance new ventures and reveals the common flaws undermining far too many programmes.
The New Public Service: Serving, not Steering provides a framework for the many voices calling for the reaffirmation of democratic values, citizenship, and service in the public interest. It is organized around a set of seven core principles: (1) serve citizens, not customers; (2) seek the public interest; (3) value citizenship and public service above entrepreneurship; (4) think strategically, act democratically; (5) recognize that accountability isn’t simple; (6) serve, rather than steer; and (7) value people, not just productivity. The New Public Service asks us to think carefully and critically about what public service is, why it is important, and what values ought to guide what we do and how we do it. It celebrates what is distinctive, important, and meaningful about public service and considers how we might better live up to those ideals and values. The revised fourth edition includes a new chapter that examines how the role and significance of these New Public Service values have expanded in practice and research over the past 15 years. Although the debate about governance will surely continue for many years, this compact, clearly written volume both provides an important framework for a public service based on citizen discourse and the public interest and demonstrates how these values have been put into practice. It is essential reading fo students and serious practitioners in public administration and public policy.
Global partnerships have transformed international institutions by creating platforms for direct collaboration with NGOs, foundations, companies and local actors. They introduce a model of governance that is decentralized, networked and voluntary, and which melds public purpose with private practice. How can we account for such substantial institutional change in a system made by states and for states? Governance Entrepreneurs examines the rise and outcomes of global partnerships across multiple policy domains: human rights, health, environment, sustainable development and children. It argues that international organizations have played a central role as entrepreneurs of such governance innovation in coalition with pro-active states and non-state actors, yet this entrepreneurship is risky and success is not assured. This is the first study to leverage comprehensive quantitative and qualitative analysis that illuminates the variable politics and outcomes of public-private partnerships across multilateral institutions, including the UN Secretariat, the World Bank, United Nations Environment Programme (UNEP), the World Health Organization (WHO) and the United Nations Children's Fund (UNICEF).
Research on social entrepreneurship is finally catching up to its rapidly growing potential. In The Search for Social Entrepreneurship, Paul Light explores this surge of interest to establish the state of knowledge on this growing phenomenon and suggest directions for future research. Light begins by outlining the debate on how to define social entrepreneurship, a concept often cited and lauded but not necessarily understood. A very elemental definition would note that it involves individuals, groups, networks, or organizations seeking sustainable change via new ideas on how governments, nonprofits, and businesses can address significant social problems. That leaves plenty of gaps, however, and without adequate agreement on what the term means, we cannot measure it effectively. The unsatisfying results are apple-to-orange comparisons that make replication and further research difficult. The subsequent section examines the four main components of social entrepreneurship: ideas, opportunities, organizations, and the entrepreneurs themselves. The copious information available about each has yet to be mined for lessons on making social entrepreneurship a success. The third section draws on Light's original survey research on 131 high-performing nonprofits, exploring how they differ across the four key components. The fourth and final section offers recommendations for future action and research in this burgeoning field.