Page 64 - 1-Entrepreneurship and Local Economic Development by Norman Walzer (z-lib.org)

What’s Culture Got to Do with It? 53

geted group of entrepreneurs then provide them with information and tech-
nical assistance, infrastructure, and connections.
St. Lawrence County in upstate New York began a visioning process by fo-
cusing on economic leaks in which goods and services were being imported
from outside the county. County leaders are working on opportunities to
train leak-plugging entrepreneurs in almost every sector of the economy, in-
cluding hydroponics, restaurants, alternative energy, uniforms, and sta-
tionery (Shuman 2006).
Regions can also develop a shared vision. Western North Carolina real-
ized that it had an invisible industry of craftspeople who work in shops and
galleries along back roads and highways in the Blue Ridge Mountains. This
led to the creation of a HandMade in America initiative, which leads visitors
to 500 sites along several road trails. It generates $120 million annually to
the economy—four times more than burley tobacco contributed when it
was the dominant crop (Shultz 2004).
Shared visions about entrepreneurship must be integrated within the
context of a community’s uniqueness, its values, and its people. It should
involve opportunities to learn, to question, and to think differently about
entrepreneurship. Fresh and diverse voices must be welcomed. The vision
should pay attention to the creation of more resources for entrepreneurs
and networks that will allow entrepreneurs to thrive. Typically, the visions
focus on assets rather than deficits. Increasingly, rural communities com-
bine their efforts to develop a shared vision for their region. The shared vi-
sion must also nurture leaders who can advocate for entrepreneurs and can
stimulate collective action and policy changes.

STRATEGY 7. FOSTER ENTREPRENEURIAL
LEADERS AND ADVOCATES

The seventh strategy for fostering an entrepreneurial culture involves lead-
ership. Low population density in rural areas suggests a lack of a critical
mass of leaders for concerted action. So, entrepreneurial leaders and advo-
cates must be nurtured through organizations such as the Cooperative Ex-
tension Service, the Chamber of Commerce, or civic organizations in order
to fill the human capital gap (Hustedde 1991).
An entrepreneurial culture is not characterized by decentralized or cen-
tralized leadership but by many interrelated centers of leadership—polycen-
tric leadership (Morse 1998). That is, an entrepreneurial community will
have a series of circles which represent elements in the community such as
finance, local government, social services, the arts, youth, and other groups.
Leaders from these groups will be able to make decisions that are guided by
shared visions.