Entrepreneurial Networks. In the City. Just-in-Time Learning Series. Entrepreneurial Networks

Transcription

1 In the City

2 Today s Agenda Entrepreneurial Networking Why Scale, Diversity, Complexity in the City Frequently recognized as solely an agricultural organization Greater competition for scarce resources and multi-stakeholder agendas What You Will Learn (relationships) Awareness of influencers and networking opportunities in your city Knowledge of social competencies and social capital Ability to build and navigate a strategic partnerships in urban and university environments

3 Entrepreneurial Networking Entrepreneurship pursuing opportunities without regard to resources currently controlled (Stevenson and Jarillo, 1989) Networks patterned relationships between individuals, groups, and organizations (Dubin & Aldrich, 1991) Process opportunity identification and resource mobilization (Shane & Venktaraman, 2000) Influence (connectors, access), Perspective, Info/Content Expertise, $, Capitals Value Organizations are multilevel systems of relationships (Hitt, Beamish, Jackson & Mathieu, 2007).

4 Entrepreneurial Networking Ability to network is a key entrepreneurial competency (Vyakarnam, Jacobs, & Pratten, 1995; Hill & McGowan, 1996) Business know who is as important as business know how (Peterson & Rondstadt, 1986) Inter-organizational Personal Network Network Actor Organization Individual Type of Link Formal Informal (O Donnell, Gilmore, Cummins, & Carson, 2001) Diversity (Burt, 1992; Singh et al., 1999)

5 Types of Networks Three Traditions of Network Research: What the Public Management Research Agenda Can Learn from Other Research Communities Berry, Brower, Choi, Goa, Jang, Kwon, & Word (2004)

6 Network Stages Contacts Exchange Relationships Complex, Routinized Network Stages Starr, 1990

7 Network Relationships

8 Social Competencies

9 Social Competencies

10 Social Competencies Action Assignment

11 Social Competencies Action Assignment

12 Social Competencies Optional Self-Study

13 Social Capital

14 Social Capital Investment Bonds Common Identify Bridges Across campuses or communities Linkages Up or down social ladder

15 Social Capital Forbes Article, 4 Reasons Social Capital Trumps All Connections Advise Information Ideas & Actions Communication Trust Reputation Social network analysis actors relationships that connect or divide (Freeman, 2004; Wasserman & Faust, 1994)

16 Strategic Partnerships Not New to Extension Advisory Groups Public Officials Public & Private Partners

17 Strategic Partnerships Entrepreneurial Networking Competencies Social Capital Perspective

18 Advisory Groups Know Who Advises and Represents You Advisory Groups by County? Program? Impact Area? Project? Community? Other? What is the status of your current advisory groups? Selection (Mix) Orientation Communication Engagement Role Recognition How do you get to know them better & see Extension through their eyes? What do you have in common? Who is connected with you and with them?

19 Elected Officials Know Who Represents You Resources in the Module County Commissioners or Council Members + Others: County Administrators Other Public Officials State Congress Representatives and State Senators (where you live, your office, your county) How do you get to know them better & see Extension through their eyes? What do you have in common? Who is connected with you and with them? Note: How does your team learn about guidelines regarding political activity by univ. employees?

20 Public & Private Partners Know Other Key Influences Who are the key influencers in your county in the public sector? Who are the key influencers in your county in the private sector? Public Agencies For Profit Organizations Not-for-Profit Organizations Individual Donors Optional Activities How do you get to know them better & see Extension through their eyes? What do you have in common? Who is connected with you and with them? University Extension Community National * State * Local

21 Cycle of Influence Customers Resources in the Module Collaborators Competitors

22 Collective Impact Large-scale social change requires broad cross-sector coordination Common Agenda Shared Measurement Systems Mutually Reinforcing Activities Continuous Communication Backbone Support Organizations Resources in the Module Resources: Collective Impact Forum: Example:

23 Entrepreneurial Networks Web-based Just-in-Time Module

24 Strategic Partnerships: Plan & Portfolio Action Assignment for You Urban Extension Competency Framework - "Building Social and Financial Capital." Assess your current abilities (blue) and knowledge (green). Action Assignment for You and Your Team Networks Strategic Partnerships

25 Networking and Strategic Partnerships Discussion What experiences, resources, or processes have helped you with your personal and organizational networking? How do you think your partners perceive you? What could you do to have stronger partnership relationships?

26 Entrepreneurial Networks Continuous Learning Journal Mentor & Coach Self-paced Independent Study Team Collaboration

27 Entrepreneurial Networks Multimedia Resources Networks Strategic Partnerships Thinking Like a Partner Collective Impact

28 Resources

29 Resources playmakers.com

30 Resources

31 Strategic Partnerships Relationship Marketing Key Relationships Future times can be very good if we know how to make them so through key relationships - Ralph Waldo Emerson, Source: Bruce DeYoung. What is Relationship Marketing? Journal of Extension, Vol. 26, No. 3. Fall 1988

32 Entrepreneurial Networks Social Competencies Social Capital Relationships, Context, Mutual Investment & Reciprocity, Trust, Reputation Mixed Media Engagement Strategic Partnerships

33 As we enter what the Brookings Institute referred to as an urban age and metropolitan century, people and societies now live, operate, communicate and engage through collaborative networks that work for consumers, companies, and cities. - Katz, 2012

34 Julie Fox, Ph.D. cityextension.osu.edu/learn