Archive for the ‘entrepreneurship’ Category
cfp: “Seeking a More Just and Egalitarian Economy: Realizing the Future via Co-operatives, Communes, and Other Collectives” at SASE in Lyon, France – abstracts due Feb. 3, 2017
Joyce Rothschild and I are co-organizing a mini-conference at the Society for the Advancement of Socio-Economics (SASE) in Lyon, France. Please consider submitting an abstract, due to the SASE submission site by Feb. 3, 2017. Accepted presenters will need to provide a full paper by June 1, 2017 for discussion. Please circulate to this cfp to interested persons!
Seeking a More Just and Egalitarian Economy: Realizing the Future via Co-operatives, Communes, and Other Collectives
Forty years ago, as the most recent wave of economic collectives and cooperatives emerged, they advocated a model of egalitarian organization so contrary to bureaucracy that they were widely called “alternative institutions” (Rothschild 1979). Today, the practices of cooperative organizations appear in many movement organizations, non-governmental organizations (NGOs), and even “sharing” firms. Cooperative practices are more relevant than ever, especially as recent political changes in the US and Europe threaten to crush rather than cultivate economic opportunities.
Cooperative groups engage in more “just” economic relations, defined as relations that are more equal, communalistic, or mutually supportive. The oldest collectives – utopian communes, worker co-operatives, free schools, and feminist groups – sought authentic relations otherwise suppressed in a hierarchical, capitalist system. Similar practices shape newer forms: co-housing, communities and companies promoting the “sharing economy,” giving circles, self-help groups, and artistic and social movement groups including Burning Man and OCCUPY. While some cooperatives enact transformative values such as ethically responsible consumerism and collective ownership, other groups’ practices reproduce an increasingly stratified society marked by precarity. Submitted papers might analyze the reasons for such differences, or they might examine conditions that encourage the development of more egalitarian forms of organization.
Submitted papers could also cover, but are not limited, to exploring:
- What is the nature of “relational work” (cf. Zelizer 2012) conducted in these groups, and how it differs – or is similar to – from relational work undertaken in conventional capitalist systems?
- How do collectivities that engage in alternative economic relations confront challenges that threaten – or buttress – their existence? These challenges include recruiting and retaining members, making decisions, and managing relations with the state and other organizations. Moreover, how do these groups construct distinct identities and practices, beyond defining what they are not?
- How are various firms attempting to incorporate alternative values without fully applying them? For instance, how are companies that claim to advance the sharing economy – Uber, airbnb, and the like – borrowing the ideology and practices of alternative economic relations for profit rather than authentic empowerment? What are the implications of this co-optation for people, organizations, and society at large?
- How do new organizations, especially high tech firms, address or elide inequality issues? How do organizing practices and values affect recognition and action on such issues?
- What can we learn from 19th century historical examples of communes and cooperatives that can shed insight on their keys to successful operation today? Similarly, how might new cooperatives emerge as egalitarian and collective responses to on-going immigration issues or economic crisis generated by policies favoring the already wealthy?
- Are collectives, cooperatives and/or firms that require creativity, such as artists’ cooperatives or high tech firms, most effective when they are organized along more egalitarian principles? How do aspects of these new modes of economic organization make them more supportive of individual and group creativity?
Graeber, David. 2009. Direct Action: An Ethnography. Oakland, CA: AK Press.
Rothschild, Joyce. 1979. “The Collectivist Organization: An Alternative to Rational-Bureaucratic Models.” American Sociological Review 44(4): 509-527.
Rothschild, Joyce and J. Allen Whitt. 1986. The Cooperative Workplace: Potentials and Dilemmas of Organizational Democracy and Participation. New York: Cambridge University Press.
Zelizer, Vivianna A. 2012. “How I Became a Relational Economic Sociologist and What Does That Mean?” Politics & Society 40(2): 145-174.
Here is info about the mini-conference format:
Each mini-conference will consist of 3 to 6 panels, which will be featured as a separate stream in the program. Each panel will have a discussant, meaning that selected participants must submit a completed paper in advance, by 1 June 2017. Submissions for panels will be open to all scholars on the basis of an extended abstract. If a paper proposal cannot be accommodated within a mini-conference, organizers will forward it to the most appropriate research network as a regular submission.
More info about mini-conferences here.
The 2017 SASE conference in Lyon, France, hosted by the University of Lyon I from 29 June to 1 July 2017, will welcome contributions that explore new forms of economy, their particularities, their impact, their potential development, and their regulation.
More info about the SASE conference theme, a critical perspective on the sharing economy, is available at “What’s Next? Disruptive/Collaborative Economy or Business as Usual?”
Joyce and I look forward to reading your submissions!
Appetite for Innovation: Creativity & Change at elBulli (To be published by Columbia University Press on July 12, 2016)
How is it possible for an organization to systematically enact changes in the larger system of which it is part? Using Ferran Adria’s iconic restaurant “elBulli” as an example of organizational creativity and radical innovation, Appetite for Innovation examines how Adria’s organization was able to systematically produce breakthroughs of knowledge within its field and, ultimately, to stabilize a new genre or paradigm in cuisine – the often called “experimental,” “molecular,” or “techno-emotional” culinary movement.
Recognized as the most influential restaurant in the world, elBulli has been at the forefront of the revolution that has inspired the gastronomic avant-garde worldwide. With a voracious appetite for innovation, year after year, Adrià and his team have broken through with new ingredients, combinations, culinary concepts and techniques that have transformed our way of understanding food and the development of creativity in haute cuisine.
Appetite for Innovation is an organizational study of the system of innovation behind Adrià’s successful organization. It reveals key mechanisms that explain the organization’s ability to continuously devise, implement and legitimate innovative ideas within its field and beyond. Based on exclusive access to meetings, observations, and interviews with renowned professionals of the contemporary gastronomic field, the book reveals how a culture for change was developed within the organization; how new communities were attracted to the organization’s work and helped to perpetuate its practice, and how the organization and its leader’s charisma and reputation were built and maintained over time. The book draws on examples from other fields, including art, science, music, theatre and literature to explore the research’s potential to inform practices of innovation and creativity in multiple kinds of organizations and industries.
The research for Appetite for Innovation was conducted when Adria’s organization was undergoing its most profound transformation, from a restaurant to a research center for innovation, “elBulli foundation”. The book, therefore, takes advantage of this unique moment in time to retrace the story of a restaurant that became a legend and to explore underlying factors that led to its reinvention in 2011 into a seemingly unparalleled organizational model.
Appetite for Innovation is primarily intended to reach and be used by academic and professionals from the fields of innovation and organizations studies. It is also directed towards a non-specialist readership interested in the topics of innovation and creativity in general. In order to engage a wider audience and show the fascinating world of chefs and the inner-workings of high-end restaurants, the book is filled with photographs of dishes, creative processes and team’s dynamics within haute cuisine kitchens and culinary labs. It also includes numerous diagrams and graphs that illustrate the practices enacted by the elBulli organization to sustain innovation, and the networks of relationships that it developed over time. Each chapter opens with an iconic recipe created by elBulli as a way of illustrating the book’s central arguments and key turning points that enable the organization to gain a strategic position within its field and become successful.
To find a detailed description of the book please go to: http://cup.columbia.edu/book/appetite-for-innovation/9780231176781
Also, Forbes.com included Appetite for Innovation in its list of 17 books recommended for “creative leaders” to read this summer: http://www.forbes.com/sites/berlinschoolofcreativeleadership/2016/05/15/17-summer-books-creative-leaders-can-read-at-the-beach/#7ac430985cef
Tucker Max is most well known as a “fratire” writer, but he’s also an law school graduate, investor, and successful business owner. He recently wrote a column for the Observer about his experience as angel investor and his analysis is highly sociological. The basic point is that the VC field is structured by networks. Yes, the next Google or Facebook is out there, but you can only get a chance to invest if you work with one of a very small number firms who get “first dibs” on the start-ups that have a chance at making it big:
The other problem is that there are, at BEST, only a few of these massive home run companies formed each year. You think you can predict, out of the thousands of start-ups launched each year, which ones will be the winners? A lot of people think they can. Almost all are wrong. But here’s the most messed up part: even if you can reliably pick the winners with some degree of certainty, you’re still probably going to lose. Why? Because you probably can’t get into the winners. This is because the best companies (at least in Silicon Valley) tend to get identified early, and as a result, they have a lot of people trying to put money into them. And to even be able to put money in, you have to have a way in, which means one thing: It almost always takes the right social connections to get into very early stage companies. Let me be super clear about this: all the great deals I got into were because of my social network. That’s it. No other reason.
Another great sociological lesson: good ideas don’t make money, good people make money. The problem is that there are very few people who are “good” entrepreneurs that can successfully turn a small start up in a larger firm. Simply put, there are a lot of immature men and women running start ups and many of them are horrible at taking advice. Thus, the angel investor isn’t just working with products, they are working with people who may be unable to take direction:
Most of the founders are young, and young people are inexperienced, which might be great for a lot of reasons (energy, enthusiasm, flexibility, no assumptions), but it almost automatically makes them stupid at entrepreneurship. I was exceptionally stupid when I was young, so I speak from experience here, but without an experiential framework to fall back on, you have no way to understand and solve many of the hundreds of problems that come up when you start a company. The younger you are, the less experience you have, the harder this whole thing is. This doesn’t mean young people can’t excel at entrepreneurship. Yes of course some young people can and do build companies and become amazing CEO’s. Please, do not point to Mark Zuckerberg and Evan Speigel as your rebuttal; they are by definition the exceptions that prove the rule. For every one of them, there are 50 founders who torpedo their previously hot company by making all the standard mistakes of youth. Ask any VC you know to tell you those war stories. They have way more of the bad than the good.
“there’s no rankings problem that money can’t solve” – the tale of how northeastern gamed the college rankings
There’s a September 2014 Boston.com article on Northeastern University and how it broke the top-100 in the US News & World Report of colleges and universities. The summary goes something like this: Northeastern’s former president, Richard Freeland, inherited a school that was a poorly endowed commuter school. In the modern environment, that leads you to a death spiral. A low profile leads to low enrollments, which leads to low income, which leads to an even lower profile.
The solution? Crack the code to the US News college rankings. He hired statisticians to learn the correlations between inputs and rankings. He visited the US News office to see how they built their system and bug them about what he thought was unfair. Then, he “legally” (i.e., he didn’t cheat or lie) did things to boost the rank. For example, he moved Northeastern from commuter to residential school by building more dorms. He also admitted a different profile of student that wouldn’t the depress the mean SAT score and shifted student to programs that were not counted in the US News ranking (e.g., some students are admitted in Spring admissions and do not count in the US News score).
Comments: 1. In a way, this is admirable. If the audience for higher education buys into the rankings and you do what the rankings demand, aren’t you giving people what they want? 2. The quote in the title of the post is from Michael Bastedo, a higher ed guru at Michigan, who is pointing out that rankings essentially reflect money. If you buy fancier professors and better facilities, you get better students. The rank improves. 3. Still, this shows how hard it is to move. A nearly billion dollar drive moves you from a so-so rank of about 150 to a so-so rank of about 100-ish. Enough to be “above” the fold, but not enough to challenge the traditional leaders of higher ed.
Orgtheorist and loyal orgtheory commenter Howard E. Aldrich is featured in a video about his intellectual trajectory and the history of organizational studies. Learn about Howard’s start in urban sociology and organizational studies, why he finds cross-sectional studies “abhorrent,” his years at Cornell where he overlapped with Bill Starbuck, and how he got started publishing in organizational ecology. He also explains how the variation, selection, and retention VSR) approach was a “revelation” for him, and how various institutions (University of Michigan, Stanford, and others) have promoted his intellectual development via contact with various colleagues, collaborators, and graduate students. Towards the end of the interview, Aldrich describes his latest research on the Maker movement, including hacking and the rise of affordable 3-D printing and other hardware and software that may propel technological innovation.*
The videoed interview is courtesy of Victor Nee’s Center for Economy & Society at Cornell University. More videos, including a presentation on his work on entrepreneurship, are viewable here. Also, those looking for an organizational studies text should see his seminal Organizations Evolving with Martin Reuf here.
* The Maker movement has strong affinities with Burning Man. In fact, that’s partly how I started attending Maker Faire – check out my photos of past Maker Faires, which included performance artists from the now-defunct Deitch Art Parade.
An old question for management scholars, with a few words from Bill Reichert, a well known tech guy:
Anyone who has spent any time in the entrepreneur ecosystem knows that there is an inverse correlation between high prestige MBAs and entrepreneurship. It’s clear what is going on here. The GMAT, like the SAT, is focused on finding the high achievement individuals in society — not the compassionate, ethical, collaborative, or socially conscious individuals. The whole institutional educational game is focused on individual achievement and test scores on standardized bodies of knowledge, not on teamwork, risk-taking, and innovative thinking.
A biting quote for legend Guy Kawasaki:
Entrepreneurs ask us all the time how we figure out the valuation of a startup company. Most VCs suggest that this is a very mysterious art. But actually it’s quite simple: To determine the fair value of a startup company, multiply the number of engineers by $250,000, add $250,000 for each engineer from IIT, and then subtract $500,000 for each MBA. <
Reichert ends on a positive note:
So what should we do to develop these talents in our young people? Is it the proper domain of our university system to teach team skills and social consciousness? Or do we simply accept that the current approach to finding and selecting elites is the best the university system can do, and leave it to the real world to apprentice young graduates in these skills and attitudes? It’s hard to imagine developing an effective curriculum for our educational system that will develop the non-academic team skills and creative thinking skills that we need. But we can probably do more, in early education, in the universities, and in the workplace, to foster the development of these skills and to make sure that young people with these skills are not undervalued by the educational system, or by our society.
Definitely worth the read.