Do hybrids impede sustainability? How semantic reorientations and governance reforms can produce and preserve sustainability in sharing business models
آیا هیبریدها مانع پایداری می شوند؟ اصلاح مجدد معنایی و اصلاحات حکومتی چگونه می توانند پایداری را در به اشتراک گذاری مدل های تجاری ایجاد و حفظ کنند-2020
The sharing economy is a hotbed of hybridity and sustainability owing to the reduction in transactions costs that create information, trust, and trade. However, the hybridization also challenges the sustainability of sharing business models, a tension often criticized but rarely addressed. This paper identiﬁes and solves three challenges of hybridization. First, we show that there is no deterministic link between organizational missions and sustainability outcomes. This means that not-for-proﬁts or social businesses are not necessarily more sustainable than for-proﬁts. Second, all business models set diﬀerent default goal priorities, but face the same governance challenge of achieving sustainability. Third, to meet this challenge, all business models can use the same governance strategies of creating value—rule reforms that implement credible commitments to overcome social dilemmas. Understanding and managing these three hybridity challenges are an essential task for the strategic management of sustainable business models in the sharing economy.
Keywords: Sharing economy | Business models | Governance | Hybrids | Sustainability
Entrepreneurs in the making: Six decisions for fostering entrepreneurship through maker spaces
کارآفرینان در حال ساخت: شش تصمیم برای تقویت کارآفرینی از طریق فضاهای سازنده-2020
Maker spacesdshared production facilities offering access to basic and advanced manufacturing technologiesdhave quickly become the latest must-have for universities, large corporations, and communities looking to foster entrepreneurship and innovation. While the entrepreneurial and educational prospects of maker spaces are certainly intriguing, questions remain concerning their design and effectiveness. Drawing primarily on case evidence and conversations with five maker spaces located across the U.S., we identify and present six key decisions for maker space leaders looking to foster entrepreneurship in their organizations. We conclude with a decision framework for maker space leaders and a series of questions for entrepreneurs as both groups work to pursue entrepreneurship through and in maker spaces.
KEYWORDS : Maker spaces | Maker movement | Entrepreneurship | Entrepreneurial support | Sharing economy