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Startup ecosystems and traditional economic development models have historically excluded non-traditional, alternative, and diverse entrepreneurs. These ecosystems often ignore the authentic groups of entrepreneurs and businesses that make a community unique and instead try to encourage only high-impact, high-growth tech startups. By only focusing on this narrower scope of a defined startup ecosystem versus an entrepreneurial ecosystem, smaller cities (and alternative marketplaces) face extreme challenges and miss opportunities for enhanced economic development. This chapter includes a case study of Tucson’s entrepreneurial ecosystem and the evolution of the entrepreneurial support organization Startup Tucson from one focused only on startups to a now industry-agnostic driver of inclusive ecosystem building. An account of this transition is provided for review, including the community-based feedback process used by the organization to redefine its goals. By adopting a broader definition of entrepreneurship and supporting entrepreneurs truly rooted in Tucson’s strengths, Startup Tucson has seen more diverse businesses (and ventures of all types) and founders opting-in to the ecosystem, thereby increasing the Tucson’s economic development. This case study will provide those interested in ecosystem development with ideas on how to implement ecosystems within alternative markets.

Cities and the tourism industry are closely related. Cities are destinations that serve for the welfare of the people and the tourists visiting the city. The tourism sector, on the other hand, uses the environmental and sociocultural resources of the cities, ensures that these resources are transferred to the future by protecting them, and contributes to the economic development of the cities by creating employment. Several urban models have been created within this framework to make urban tourism viable. Eco-city tourism is one of these urban design concepts. Eco-city tourism aims to protect cities from sociocultural, economic, and environmental factors while promoting their growth. Eco-city tourism, which includes a number of practices such as prevention of pollution, protection of biological diversity, consumption of renewable energy, production of local products, employment, and protection of cultural values, is easily implement in cities in an integrated manner with smart technological systems. Smart building and smart energy systems for energy saving, mobile applications, Wi-Fi, big data, Internet of Things (IoT), and cloud computing are among the smart technological systems used in the tourism sector.

Two major trends – demographic shifts in the working-age population, and the proliferation of web technologies – are having a profound and generally unrecognized effect on the nature and characteristics of work, and on opportunities for the mature workforce. Key features of the workplace point to seven broad work trends. These trends have significant implications for organizations and for older workers. Six interdependent organizational changes are central to the far-reaching effects on enterprises and operating approaches. These changing work characteristics require certain essential behaviors for mature workers to be successful in the contemporary work environment. Such a dynamic workplace provides opportunity to introduce new thinking and propose new models. Realigning organizational and workforce interests calls for developing solutions beyond the individual level, reorienting enterprise capabilities, and reframing of the organization development practitioner role as work ecosystem advisor. High-leverage strategies and systemic interventions, such as multiconstituent initiatives and action research, can be used to influence constructively the multifaceted world of work.

Social entrepreneurs want to help solve social and environmental issues by applying entrepreneurial solutions. However, social entrepreneurs usually find it more challenging to measure their success because of the metric that is being measured is not only for financial gain but also for social and environmental change. The analysis of how they manage and achieve their impact goals, which are restricted by limited knowledge and resources, is unfortunately not always the highest priority particularly in the early stage of their entrepreneurial journey.

Frequently, by generating social and economic value, business decisions and actions are in opposition (Dawan & Alter, 2009). This opposition translates into calculated trade-offs. At times decisions may be adequate that forsake social impact in order to gain market share or increase profit margins and increase social value creation in the long run. Conversely, the scope of social impact may be expanded at a financial cost (Braun, 2020).

What also often happens in our experience is that more social businesses claim their impact without clear justification based on measurement. And even worse is that many social entrepreneurs are not equipped with the right mindset and tools to understand how to measure, manage and maximise their impact.

Also, the situation with COVID-19 pandemic makes it even more pressing now that businesses must be held accountable for their actions; decisions solely relying on financial gain are even less relevant during this time. The pandemic will likely create even more inequality, with evidence emerging that those at the bottom of pyramid are being more severely affected. Casualties will be even more with the virus spreading faster on the bottom-of-the-pyramid communities, and we have seen that hospitals and proper medical care are being allocated improperly with several privilege for some people with more resources. The implication of these inequalities will have a profound impact on every level and aspect of communities.

Here in this chapter, we will discuss the challenges through our experiences in practicing impact management and why it's very important to be done at all levels of the entrepreneurial stage even from the upstart and what can be done better to help social and all entrepreneurs to strive.

This chapter traces an emerging place-based governance region and identity centered on the California Current large marine ecosystem, which takes in the states of Oregon, Washington, California, First Nations, and the federal government branches and agencies responsible for west coast ocean governance. These efforts have been fostered by Executive Orders aiming to coordinate the work of federal agencies responsible for governing the ocean and have been realized in the human and ocean data networks, and working forums of government representatives from the state, federal, and First Nations governments. My analysis brings science and technology studies, law and society studies, and anthropological ethnographic practice into conversation through an exploration of the bureaucratic socialities that are challenged with grappling with the social and ethical ramifications of unpredictable ocean conditions due to impending climate change and increased human uses.

Globally, the number of women entrepreneurs lags behind the number of men. Understanding how women entrepreneurs can be developed and fostered remains an open avenue of inquiry. One particular area of consideration is the role of other women in supporting and sustaining women’s entrepreneurship. Using social identity theory for our framing, we utilize in-person interviews with various women entrepreneurs across a range of global settings (urban Hong Kong, Singapore, United Kingdom, and rural India) to focus on understanding the roles of other women as they relate to entrepreneurship. Across settings, we found that women entrepreneurs identified four key roles that other women played in developing their ventures. Furthermore, certain roles, such as having a female role model, were critical in rural settings over urban settings. We thus consider the implications of having other women for women’s entrepreneurship broadly.

Social entrepreneurship (SE) has become the engine propelling the rapid expansion of the social/environmental sector; thus, the authors need to examine it from different perspectives. First of all, it is vital to understand the concept of SE in an attempt to understand the most basic question: what makes an entrepreneurship social and what makes a social initiative a SE? Second, it is important to know the tools to develop a SE such as the business model canvas and design thinking, among others, which are adapted to SE, as well as tools that are unique to the sector such as impact measurement and impact investing. Third, aspiring SEs have to understand the current ecosystem in order to take advantage of the enormous support that the SE ecosystem has to offer thanks to global players such as Ashoka, the Schwab, and Skoll foundations as well as prominent Latin American players such as New Ventures Group, ANDE, and collective company-driven initiatives such as Momentum led by BBVA Bank that have supported more than 10,000 SE all over the world. Finally, the authors will introduce the case of low-income house builders Hábtiva and a student challenge to ignite aspiring social entrepreneurs. This chapter provides a glimpse of the field SE by focusing in its importance in our current challenging world, its definition, some tools used in the field, the current ecosystem of SE, how to measure social impact, and some cases and challenges.

There is a growing need for measures assessing technological changes in systemic contexts as business ecosystems replace standalone products. In these ecosystem contexts, organizations are required to manage their innovation processes in increasingly networked and complex environments. In this paper, we introduce the technology and ecosystem clockspeed measures that can be used to assess the temporal nature of technological changes in a business ecosystem. We analyze systemic changes in the personal computer (PC) ecosystem, explicitly focusing on subindustries central to the delivery of PC gaming value to the end user. Our results show that the time-based intensity of technological competition in intertwined subindustries of a business ecosystem may follow various trajectories during the evolution of the ecosystem. Hence, the technology and ecosystem clockspeed measures are able to pinpoint alternating dynamics in technological changes among the subindustries in the business ecosystem. We subsequently discuss organizational considerations and theoretical implications of the proposed measures.

This chapter explores the concept of an entrepreneurship education ecosystem. The concept of ecosystem comes from the natural sciences, but is increasingly applied to regional development, or clusters, which focus on firm inter-organizational relationships. Building on the idea of the university is a key player in a local entrepreneurship ecosystem, this chapter provides a framework for examining a school’s role in this process. A typology is presented that articulates roles that schools may pursue in developing their own internal entrepreneurship education ecosystem.