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Research that has directly discussed this topic has done so largely by identifying a broad list of elements (such as actors and institutions) in the ecosystem ( Feldman 2001 Isenberg 2013 Neck et al. More recent studies, however, have begun to address the content of entrepreneurial ecosystems. The same limitation applies to innovation studies, such as those which address regional innovation systems ( Cooke 1998 Cooke and Morgan 1998 Lundvall 1992) and the Triple Helix model ( Etzkowitz and Dzisah 2008 Etzkowitz and Leydesdorff 2000). They provided limited analysis of the structure, networks, and content of the local system of entrepreneurship. While classic urban development theories ( Marshall 1898 Castells 1989) and cluster theory ( Porter 1994, 1998b) touched some on entrepreneurship, they largely treated entrepreneurship as one of the peripheral or externality factors. Nonetheless, we have limited knowledge about the social and organizational underpinnings of the local system of entrepreneurship. Similarly, nationwide empirical investigation has revealed that the rates of entrepreneurship vary substantially by metropolitan region ( Acs and Armington 2006). For example, Silicon Valley possesses a unique structure and culture that distinguishingly produces corporate and university spin-offs and has thriving networks, where high-profile entrepreneurs and venture capitalists interact ( Saxenian 1994 Kenney 2000 Lecuyer 2006). We also know that entrepreneurship is largely a local phenomenon ( Malecki 1993 Feldman 2003). ( Haltiwanger 2012 Haltiwanger, Jarmin, and Miranda 2013). More recent empirical works have demonstrated that startups and young firms (five years old or less) are significant contributors to the net new jobs in the U.S. More than a century ago, Schumpeter ( Schumpeter 1912) theoretically uncovered the role of entrepreneurs in the famous process of “creative destruction” or innovation. We know that entrepreneurship plays crucial roles in economic development. Louis, we find that the ways in which support organizations in this region interacted with each other and with entrepreneurs, including explicit cross-organizational collaboration and strategic structuring of resources, significantly impacted the way that entrepreneurs interacted with one another and with organizations, thus deepening our understanding of these connections and identifying intervening points within the ecosystem.
THEORIES USED IN BOB KNOWLTON CASE SERIES
Through a series of interviews with entrepreneurs and support organizations in St. Here, we apply a social network approach by analyzing the connections of the ecosystem at multiple layers: (1) among entrepreneurs, (2) among support organizations, and (3) between and among entrepreneurs and key support organizations.
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However, we find that such aggregated conceptualizations gave limited understanding to how different elements are connected and constitute the system. Past studies in this area have discussed the presence of elements in the system or captured the ecosystem as holistically as possible by extending to social, cultural, and institutional dimension. We critically examine how an entrepreneurial ecosystem is structured using an exploratory and bottom-up approach.