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Urban Resilience and Opportunity Identification of Social Entrepreneurs

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Book cover Management of Science-Intensive Organizations

Abstract

This chapter pursues the research question by focusing on facilitators and constraints of science-intensive organizations for the purpose of this study. This chapter particularly highlights factors that encourages and discourages potential anchors to redefine their technological and economic elements of science-based projects. The main theoretical bases are the market structure of technologies (Sutton in Technology and market structure. The MIT Press. Cambridge, 1998) and resource allocation process model (Bower in Managing the resource allocation process. Division of Research, Graduate School of Business Administration, Harvard University, Boston, 1970; Eisenmann & Bower, 2000). The particular attention is on the firms with Mark II sciences. Recent economic and societal divide exacerbates environmental inequity in many advanced economic countries, reinforcing the disparity by affecting physical functioning. As the social mobility has stagnated in OECD countries (OECD, A broken social elevator? How to promote social nobility. OECD, Paris, 2018), so the disparity persists that causes the lack of sustainability. This chapter suggests enhancing theoretical bases to encompass academic institutions, established organizations, and entrepreneur firms while pointing out the need to seek new attributes of environmental material sciences.

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Notes

  1. 1.

    A notable example is the air-related infection such as the COVID-19 that affected vulnerable populations who handled essential supply.

  2. 2.

    In following Teece (1985) and Caves (2007/1982), this study adopts the definition of a multinational enterprise as a firm that controls and manages production establishments in at least two countries.

  3. 3.

    The product life cycle model (Vernon, 1966) is a classic form of home-based exploitation.

  4. 4.

    Strategic integration involves the combination of resources from different unit to create new businesses and operational integration. On the other hand, operational integration involves routinely interdependent activities such as joint procurement. See Burgelman and Doz (1997), Eisenmann and Bower (2005).

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  1. Boston Cancer Policy Institute, Somerville, MA, USA

    Ellie Okada

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Appendix

Appendix

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Table 1 Classification for administrative purposes (after the 1969 Private Foundation Act)
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Okada, E. (2021). Urban Resilience and Opportunity Identification of Social Entrepreneurs. In: Management of Science-Intensive Organizations. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-64042-2_2

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