Shoals Shift Project: an ecosystem transformation success story
| Published date | 02 September 2019 |
| Date | 02 September 2019 |
| Pages | 339-358 |
| DOI | https://doi.org/10.1108/JEPP-04-2019-0033 |
| Author | Edward Morrison,John D. Barrett,Janyce B. Fadden |
| Subject Matter | Strategy |
Shoals Shift Project: an
ecosystem transformation
success story
Edward Morrison
Agile Strategy Lab, Purdue University, West Lafayette, Indiana, USA, and
John D. Barrett and Janyce B. Fadden
Department of Economics and Finance,
University of North Alabama, Florence, Alabama, USA
Abstract
Purpose –The purpose of this paper is to apply a reflective theory of development for entrepreneurial
ecosystems in the Muscle Shoals region of northern Alabama. The theory provides guidance for practitioners
and policymakers interested in developing entrepreneurial ecosystems.
Design/methodology/approach –The theory offers five propositions, which are illustrated and applied in
the case study. The propositions include the need for civic leaders recognizing local talent; support networks
for entrepreneurs; a quality, connected place; activities designed to increase interactivity for entrepreneurs
within the ecosystem; five distinct phases producing replicable, scalable and sustainable projects; and
universities providing platforms upon which the ecosystems can develop.
Findings –Application of the proposed theory is transforming the entrepreneurial ecosystem in the Muscle
Shoals region. In just four years, the project has produced over 30 initiatives and events, precipitously
increased student participation in entrepreneurial ventures and raised over $1m.
Originality/value –The theory and its application developed from a collaboration between the Agile
Strategy Lab at Purdue University and the Institute for Innovation and Economic Development at the
University of North Alabama. This collaboration is replicable, scalable and sustainable, and is a model for
university-led entrepreneurial ecosystem development and transformation.
Keywords Collaboration, Entrepreneurial ecosystem, Economic development, Reflective theory,
Reflexive practitioner, Strategic doing
Paper type Case study
Introduction
The transformations underway in our global economy have created new opportunities for
universities to play an increasingly important role in their regional economies (Walshok,
1995). And yet, the complexity of this transformation provides no clear pathway forward for
universities. Globalization has increased the importance of knowledge generation, the
prominence of regional economies, the significance of entrepreneurial and innovation
activities, and the importance that networks provide to regions. Deep veins of research have
documented these intersecting trends, particularly the focus on regions to understand the
practical impacts of globalization (Storper, 1997), the significance of networks within
regions to illustrate how regions adjust to technology shifts (Saxenian, 1996) and the
importance of innovation systems to explain regional prosperity.
As these trends have been identified and documented, scholars have explored different
dimensions of the university role in rapidly evolving regional economies. They developed
the concept of the “entrepreneurial university”to describe universities that are more open
and flexible to new market opportunities (Clark, 2001). Another thread of research has
focused on the relationships that universities developed within dynamic regions. These
relationships can be characterized as a triple helix, a quadruple helix or even a quintuple
helix depending on the scope of these relationships (Etzkowitz and Leydesdorff, 2000;
Carayannis and Campbell, 2010). From the practitioner viewpoint, these concepts of an
Journal of Entrepreneurship and
Public Policy
Vol. 8 No. 3, 2019
pp. 339-358
© Emerald PublishingLimited
2045-2101
DOI 10.1108/JEPP-04-2019-0033
Received 23 April 2019
Accepted 25 April 2019
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/2045-2101.htm
339
Shoals Shift
Project
“entrepreneurial university”or a “helix”of complex relationships provides very little
guidance. It is relatively difficult to translate broad, even compelling concepts into practical
initiatives (Rodrigues and Melo, 2012, 2013).
More recently, another potential line of research offers promise to universities in helping
them to define their emerging role in regional economies. Drawing on business ecosystems
research, the concept of entrepreneurial ecosystems has emerged as a popular frame for
research. This paper explores entrepreneurial ecosystems from the perspective of the
“reflective practitioner”(Schon, 1983). The purpose is to explore how this concept can be
made more practical, replicable, sustainable, scalable and applied.
The propositions presented in this paper were developed by the Agile Strategy Lab at
Purdue University and are the basis for a novel way to translate complex issues into
practical initiatives. The Shoals Shift Project case study which began in 2014 used this
theory as presented and is the research basis for this paper. The University of North
Alabama’s (UNA) Center for Innovation and Economic Development compiles the data for
the project. Annually the team evaluates the data, determines successes and failures, makes
recommended changes and implements the next year’s initiatives. In 2016, the Shoals
Entrepreneurial Center received an Appalachian Regional Commission three-year grant that
allowed the collaboration including UNA and the Shoals Chamber of Commerce to expand
initiatives and thus gain additional access to data and participants. Two of the authors are
active in the Shoals Shift Project and are able to gain access to data, interview participants
and document the program.
The paper proceeds as follows. The next section explores the emerging literature around
ecosystems and platforms. This literature provides a foundation for the theoretical section
that follows. Derived from practice, the exploration of theory identifies some emerging
concepts in the application of entrepreneurial ecosystems to regional economies. Based on
the work of the Agile Strategy Lab at Purdue University, this section sets forth a series of
propositions about how the university can develop effective policies and practices to build
entrepreneurial ecosystems. It is demonstrated how this emerging theory has been applied
in the Muscle Shoals region of northern Alabama. The paper concludes with reflections on
the implications of this work for policy and further research.
Literature review
Universities have long played a role in regional economic development and growth
(e.g. Breznitz, 2014 and Kenney and Mowrey, 2014). Traditionally, economic development is
divided into three “legs”: business retention and expansion, recruitment, and startups
(e.g. Blair and Carroll, 2009). According to the University Economic Development
Association Higher Education Engagement in Economic Development: Foundations for
Strategy and Practice (Klein and Woodell, 2015), the following definition is applicable:
In higher education, economic development means proactive institutional engagement, with
partners and stakeholders, in sustainable growth of the competitive capacities that contribute to the
advancement of society through the realization of individual, firm, community, and regional-to-
global economic and social potential.
To this end, Klein and Woodell (2015) reframe the traditional three “legs”with talent,
innovation and place. Economic development will not occur without twenty-first century
talent and brainpower, research and innovation, and stewardship of place. Regardless of
which model one views as more appropriate, a university achieving efficacy in economic
development pursuits will serve as a facilitator of efforts to improve the talent and
innovation pipelines.
Recent scholarship points to the early development of the entrepreneurial ecosystem
construct. As Roundy et al. (2018) conclude, “what is missing from prior work on
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