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The conceptual framework of mathematical modeling (e.g., Lesh & Doerr, 2003) is a vital area in mathematics education research, and its implementation has potential for deeply involving children in integrated and meaningful learning. In mathematical modeling learners are active agents in content-integrated, real-world problem solving. This emphasis on integrating multiple content areas to answer big questions, the pursuit of mathematical modeling, descends from Dewey’s work. We present the definition, principles, and design of modeling practices for readers who may be familiar with early childhood curriculum but less so with using modeling for learning. We explore the application of mathematical modeling to early childhood classrooms and its compatibility with early childhood pedagogies and philosophies. Young children may often be underestimated, assumed to be unable to pose big questions that can be answered through activity, experience, and data; but we discuss how young children can be engaged in problems through mathematical modeling. Finally, as preservice teacher educators, we discuss preparing preservice and in-service teachers for modeling in their classrooms. We offer examples and guidance for early childhood teachers to engage in authentic practice – meeting children where their interests are and creating integrated problem-solving experiences.

We consider start-up companies that have been established for rapid growth and are active in the international market. In this study, we examine the conditions required for starting a start-up. We analyze how it is possible to add value to an idea that makes a business unique. First, we’ll show you when to talk about start-up. The starting point is that a start-up company is organized on a community basis. This much greater knowledge is coupled with high-level technological competences. In addition, there is a need for some “big idea,” innovation, which investors see as fantasy. A new niche market must be found where hundreds of thousands of customers worldwide can be served without any geographical constraints. The founder must have a high-risk appetite, and even naughtiness, because the novelty he invented will narrow the market of others and harm the interests of others. Here’s a look at the financing options for start-ups. At the end of this chapter you will find case studies on different start-ups.

This paper honors the breadth of some of March’s key ideas on organizations by applying them to the development of amphibious operations in the United States. The development of amphibious operations highlights, in part, March’s appreciation for little ideas, the importance of ordinary actions as opposed to great men, and the larger societal trends in which evolutionary organizational change is nested. The persistence of ordinary men and a series of little ideas that accumulated for decades prior to the far more celebrated 1919–1939 interwar period established the intellectual and organizational foundation that made the interwar innovation period possible. We use this case not only as an example of how many of March’s ideas are relevant to a given case, but also to demonstrate how extending March’s ideas to different kinds of institutions and organizations might be useful for future scholars and for organizational scholarship.

Concepts equip the mind with thought, provide our theories with ideas, and assign variables for testing our hypotheses. Much of contemporary research deals with narrowly circumscribed concepts, termed simple concepts herein, which are the grist for much empirical inquiry in the field. In contrast to simple concepts, which exhibit a kind of unity, complex concepts are structures of simple concepts, and in certain instances unveil meaning going beyond simple concepts or their aggregation. When expressed in hylomorphic structures, complex concepts achieve unique ontological status and serve particular explanatory capabilities. We develop the philosophical foundation for hylomorphic structures and show how they are rooted in dispositions, dispositional causality, and various mind–body trade-offs. Examples are provided for this emerging perspective on “Big concepts” or “Big Ideas.”

This chapter reviews critically the policy developments in the United Kingdom since 2010 with the adoption by the coalition of ‘community organising’ as both a concept and practice.

The chapter is an extensive literature review informed by critical thinking and reflection.

The chapter argues that the model adopted in the United Kingdom is unlikely to address the power imbalances between civil society organisations and the state and that there needs to be a more critical and reflective assessment of the potential of civil society agencies to influence public policy in a progressive way.

The chapter is intentionally speculative.