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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.
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.
Entrepreneurship, Private and Public is a unique study that explores the regional structure of small manufacturers, the nature of their operations, and their relationship to larger industry and public agencies. It examines the role of entrepreneurship in modern society through a survey of small businesses and the economic development agencies that help them in upstate New York. Previous research on this topic has not addressed the impact of the public agencies that are run by and for entrepreneurs on small manufacturers. The results of this study challenge existing theories on small businesses, finding that they engage in a complex web of economic relationships with larger industry. Rather than being replaced, small manufacturers often fill specialized niches that serve larger industry. In this sense, small businesses are essential to understanding larger economic structures. Those with interests in small business development, rural sociology and agricultural economy will find this volume enlightening.
Innovation is embedded into daily routines, public service activities, and interactions with non-state actors, making it difficult to uncover excellent practices, but these chapters illustrate how innovative and entrepreneurial actors can be. Scholars have contributed ample evidence of flourishing innovation and enterprise in this important field.
This timely book argues that the overcrowding of national parks in the United States represents a social problem in need of public sector action and a policy solution, as no systematic means to address this problem has been implemented either nationally or on a park-by-park basis.
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.
This book introduces business-government relations in the institutional context of the United States from a practitioner’s perspective. It provides the historical, descriptive, and comparative accounts of the public and private sectors, the different roles government plays with business, including several conceptual models to understand the social interactions between the two sectors, and various economic policies associated with business. Business-government relations are framed into three different social economic contexts: The sociopolitical arena, in which government’s role as agent of business, interest groups, and government’s limited role as social architect, are introduced. The local economic development, in which government acts as a promoter of, partner with, and buyer from, business. The global market, where government mainly plays a role as promoter of domestic business. In the course of discussion, a set of skills, such as searching government jobs, starting a business, analyzing stakeholders, ethical reasoning, advancing a business agenda, leveraging public resources, contracting with government, interpreting global trends, doing business abroad, and leveraging international resources, are introduced and exercised.
This volume discusses the importance of adopting entrepreneurial and innovation practices in the public sector, as mechanisms for detecting, dealing with and including citizens’ social needs, with a reflection on positive determination of their quality of life. It focuses on critical reflection and rethinking the articulation between the dimensions of transformation – entrepreneurship and innovation – of New Public Management (NPM). In this way the book contributes to deepening knowledge about the implications of this change in the organizational paradigm of the public sector for citizens’ quality of life, which is treated multi-dimensionally here, including citizens’ well-being, purchasing power, happiness, trust, safety, experience and satisfaction. The volume constitutes a reference guide for decision makers, managers and policy makers engaged in the public sector who want to differentiate their performance by fostering entrepreneurial and innovative practices in the scope of public administration that can enhance citizens’ quality of life. This volume is also a reference guide for scholars, policy makers and practitioners interested on public innovation.