A new coworking research report has some interesting implications for operators of coworking spaces in other communities — especially in the ways that it undercuts some popular conceptions and misconceptions about coworking clientele.
The Federal Communicators Network (FCN) has released "Advancing Federal Communications," a research paper that makes the case for clear and consistent quality standards for U.S. federal government communication.
The result of a grassroots, volunteer study among an interagency group of government communicators, the paper incorporates extensive primary and secondary research and includes a set of concrete recommendations for improvement.
Do Women Earn Less Even as Social EntrepreneursSEFORÏS
Based upon unique survey data collected using respondent driven sampling methods, we
investigate whether there is a gender pay gap among social entrepreneurs in the UK. We find
that women as social entrepreneurs earn 29% less than their male colleagues, above the
average UK gender pay gap of 19%. We estimate the adjusted pay gap to be about 23%
after controlling for a range of demographic, human capital and job characteristics, as well as
personal preferences and values. These differences are hard to explain by discrimination
since these CEOs set their own pay. Income may not be the only aim in an entrepreneurial
career, so we also look at job satisfaction to proxy for non-monetary returns. We find female
social entrepreneurs to be more satisfied with their job as a CEO of a social enterprise than
their male counterparts. This result holds even when we control for the salary generated
through the social enterprise. Our results extend research in labour economics on the gender
pay gap as well as entrepreneurship research on women’s entrepreneurship to the novel
context of social enterprise. It provides the first evidence for a “contented female social
entrepreneur” paradox.
In this briefing we will explore the wage differences in the occupations and industries typically employing members of Boston’s
native and foreign-born populations. In addition, we will examine labor market projections for our region for the year 2018,
with an eye towards understanding the education, training, and skill requirements for jobs expected to grow in the near future.
The Federal Communicators Network (FCN) has released "Advancing Federal Communications," a research paper that makes the case for clear and consistent quality standards for U.S. federal government communication.
The result of a grassroots, volunteer study among an interagency group of government communicators, the paper incorporates extensive primary and secondary research and includes a set of concrete recommendations for improvement.
Do Women Earn Less Even as Social EntrepreneursSEFORÏS
Based upon unique survey data collected using respondent driven sampling methods, we
investigate whether there is a gender pay gap among social entrepreneurs in the UK. We find
that women as social entrepreneurs earn 29% less than their male colleagues, above the
average UK gender pay gap of 19%. We estimate the adjusted pay gap to be about 23%
after controlling for a range of demographic, human capital and job characteristics, as well as
personal preferences and values. These differences are hard to explain by discrimination
since these CEOs set their own pay. Income may not be the only aim in an entrepreneurial
career, so we also look at job satisfaction to proxy for non-monetary returns. We find female
social entrepreneurs to be more satisfied with their job as a CEO of a social enterprise than
their male counterparts. This result holds even when we control for the salary generated
through the social enterprise. Our results extend research in labour economics on the gender
pay gap as well as entrepreneurship research on women’s entrepreneurship to the novel
context of social enterprise. It provides the first evidence for a “contented female social
entrepreneur” paradox.
In this briefing we will explore the wage differences in the occupations and industries typically employing members of Boston’s
native and foreign-born populations. In addition, we will examine labor market projections for our region for the year 2018,
with an eye towards understanding the education, training, and skill requirements for jobs expected to grow in the near future.
This is an edited version of a presentation on 'The missing majority' by Emily Benson, of the Green Economy Coalition, that was uploaded on 8 March 2016.
The presentation was made at a conference on "The biggest 'private sector': what place for the informal economy in green and inclusive growth?" on 25 February 2016.
The event was hosted by IIED and the Green Economy Coalition, WIEGO, the Center for International Forestry Research (CIFOR) and the OECD's Sahel and West Africa Club.
The original presentation can be found here: http://www.slideshare.net/IIEDslides/the-missing-majority.
More details: http://bit.ly/1T8MGqJ
These are some photographs I took during my trip to gwalior from my cellphone camera.
This fort is situated at Gopachal, nearly 100m above the town of Gwalior. It’s width ranges from nearly 1km, to less than 200m. The walls, which encircle the fort, are solid and nearly 10m high. In places the cliff overhangs and elsewhere it has been clipped to make it steep and hence unscalable. It earned the reputation of being North and Central India’s most impregnable fort. Babur described the fort as, "The pearl amongst fortresses in India".
The fort also enjoys the advantage of an unlimited water supply, as there are many water tanks on the plateau.
The fort can be approached from the south or the northeast. The latter approach starts from the archaeological museums and leads to the doors of the Man Singh Palace. The southern entrance is via the URBAI GATE and goes past the cliff face with Jain Sculptures on it.
HISTORY:
The fort has a long history, which goes back to over 1000years. According to a legend, on the hilltop where the fort stands, lived a hermit GWALIPA. He cured SURAJ SEN of leprosy, by giving him a drink of water from the Suraj kund, which is still there in the fort. He also renamed him SURAJ PAL and said that as long as he and his descendents kept the name PAL, they would remain in power. His 84th descendent however, changed his name and lost his kingdom.
In 1938, the Tomar dynasty came to power in Gwalior. Man Singh, who ascended the throne in 1486 incidentally, was the greatest of the Tomar rulers. He repelled an attack on the fort by SIKANDAR LODI of Delhi. In 1516, Ibrahim Lodi laid siege on the fort. Man Singh died but his son held on to the fort for one year before surrendering. After the Lodis, the fort passed into the hands of the Mughals who held onto it till 1754, when the Marathas captured it.
The next 50 years saw the fort change hands several times before passing into the hands of the Scindias. In 1857, the troops revolted against the British in defiance of the ruler who remained loyal to the British. It was near this fort that TANTIA TOPE was defeated and the Rani of Jhansi killed in battle.
What cities make the best destinations for career-oriented professionals? How do locations stack up against each other?
Find out in the Career city index.
A content analysis of 86 citizen blog sites, 53 citizen news sites and 63 daily newspaper sites indicated that citizen journalism sites, including both news and blog sites, differed significantly from newspaper sites.
Introduction to Society Chapter Thirteen Weekly Assignments TMargaritoWhitt221
Introduction to Society
Chapter Thirteen Weekly Assignments
The Functions of Government
1. List five primary functions of government
2. Identify three contrasting views of government
3. Explain the liberal, conservative, radical, reactionary, and anarchist philosophies of government
4. Distinguish a democracy from an autocracy
5. List some distinguishing characteristics of a democracy
6. Explain the democratic concept of the individual
7. List the common justifications for an autocracy
8. List four characteristics of autocracy
9. Summarize the three views of the nature of government
10. List the seven exaggerated characterizations on how the role of government is viewed
11. Draw a diagram illustrating the continuum of autocracies
The digital entrepreneurial ecosystem
Fiona Sussan & Zoltan J. Acs
Accepted: 21 March 2017 /Published online: 11 May 2017
# Springer Science+Business Media New York 2017
Abstract A significant gap exists in the conceptualiza-
tion of entrepreneurship in the digital age. This paper
introduces a conceptual framework for studying entre-
preneurship in the digital age by integrating two well-
established concepts: the digital ecosystem and the
entrepreneurial ecosystem. The integration of these
two ecosystems helps us better understand the interac-
tions of agents and users that incorporate insights of
consumers’ individual and social behavior. The Digital
Entrepreneurial Ecosystem framework consists of four
concepts: digital infrastructure governance, digital user
citizenship, digital entrepreneurship, and digital market-
place. The paper develops propositions for each of the
four concepts and provides a theoretical framework of
multisided platforms to better understand the digital
entrepreneurial ecosystem. Finally, it outlines a new
research agenda to fill the gap in our understanding of
entrepreneurship in the digital age.
Keywords Entrepreneurship . Ecosystem .
Matchmakers . Digital infrastructure . Digital
governance . Digital citizenship . Multisided platforms .
Information technologies
JEL classification L26 . 011 . P40 . P00
1 Introduction
As the Economist magazine went to press the lead story
was about reinventing the company.1 This new compa-
ny type is at the heart of a growing debate on how to
understand the digital economy. Ever since the launch of
Uber, Snapchat, and AirBnB and the earlier success of
Google, Amazon, and Facebook, a new breed of
company has emerged that uses digital technology,
entrepreneurship, and innovation to upend industries
on a global scale (Stone 2017).2 Most of these compa-
nies are matchmakers (Evans and Schmalensee 2016,
p.1).3 What these companies have in common is that
they all connect members of one group with another
group. The core competencies of these companies are
their ability to match one group of customers with
another group of customers by reducing the transaction
cost of a match (Coase 1937). These multisided plat-
forms would not exis ...
Freelancing in New York is the first comprehensive measure of the independent workforce in New York City. Commissioned by Freelancers Union, Upwork, and the NYC Mayor's Office of Media and Entertainment, this study surveyed 5,000 working adults in New York City. The study, launched in part to inform work at Freelancers Hub, the first City-funded effort providing dedicated coworking and training to freelancers, estimates that 1.3 million workers are freelancing — with an estimated annual economic impact of $31.4 billion in earnings from their freelance work.
This is an edited version of a presentation on 'The missing majority' by Emily Benson, of the Green Economy Coalition, that was uploaded on 8 March 2016.
The presentation was made at a conference on "The biggest 'private sector': what place for the informal economy in green and inclusive growth?" on 25 February 2016.
The event was hosted by IIED and the Green Economy Coalition, WIEGO, the Center for International Forestry Research (CIFOR) and the OECD's Sahel and West Africa Club.
The original presentation can be found here: http://www.slideshare.net/IIEDslides/the-missing-majority.
More details: http://bit.ly/1T8MGqJ
These are some photographs I took during my trip to gwalior from my cellphone camera.
This fort is situated at Gopachal, nearly 100m above the town of Gwalior. It’s width ranges from nearly 1km, to less than 200m. The walls, which encircle the fort, are solid and nearly 10m high. In places the cliff overhangs and elsewhere it has been clipped to make it steep and hence unscalable. It earned the reputation of being North and Central India’s most impregnable fort. Babur described the fort as, "The pearl amongst fortresses in India".
The fort also enjoys the advantage of an unlimited water supply, as there are many water tanks on the plateau.
The fort can be approached from the south or the northeast. The latter approach starts from the archaeological museums and leads to the doors of the Man Singh Palace. The southern entrance is via the URBAI GATE and goes past the cliff face with Jain Sculptures on it.
HISTORY:
The fort has a long history, which goes back to over 1000years. According to a legend, on the hilltop where the fort stands, lived a hermit GWALIPA. He cured SURAJ SEN of leprosy, by giving him a drink of water from the Suraj kund, which is still there in the fort. He also renamed him SURAJ PAL and said that as long as he and his descendents kept the name PAL, they would remain in power. His 84th descendent however, changed his name and lost his kingdom.
In 1938, the Tomar dynasty came to power in Gwalior. Man Singh, who ascended the throne in 1486 incidentally, was the greatest of the Tomar rulers. He repelled an attack on the fort by SIKANDAR LODI of Delhi. In 1516, Ibrahim Lodi laid siege on the fort. Man Singh died but his son held on to the fort for one year before surrendering. After the Lodis, the fort passed into the hands of the Mughals who held onto it till 1754, when the Marathas captured it.
The next 50 years saw the fort change hands several times before passing into the hands of the Scindias. In 1857, the troops revolted against the British in defiance of the ruler who remained loyal to the British. It was near this fort that TANTIA TOPE was defeated and the Rani of Jhansi killed in battle.
What cities make the best destinations for career-oriented professionals? How do locations stack up against each other?
Find out in the Career city index.
A content analysis of 86 citizen blog sites, 53 citizen news sites and 63 daily newspaper sites indicated that citizen journalism sites, including both news and blog sites, differed significantly from newspaper sites.
Introduction to Society Chapter Thirteen Weekly Assignments TMargaritoWhitt221
Introduction to Society
Chapter Thirteen Weekly Assignments
The Functions of Government
1. List five primary functions of government
2. Identify three contrasting views of government
3. Explain the liberal, conservative, radical, reactionary, and anarchist philosophies of government
4. Distinguish a democracy from an autocracy
5. List some distinguishing characteristics of a democracy
6. Explain the democratic concept of the individual
7. List the common justifications for an autocracy
8. List four characteristics of autocracy
9. Summarize the three views of the nature of government
10. List the seven exaggerated characterizations on how the role of government is viewed
11. Draw a diagram illustrating the continuum of autocracies
The digital entrepreneurial ecosystem
Fiona Sussan & Zoltan J. Acs
Accepted: 21 March 2017 /Published online: 11 May 2017
# Springer Science+Business Media New York 2017
Abstract A significant gap exists in the conceptualiza-
tion of entrepreneurship in the digital age. This paper
introduces a conceptual framework for studying entre-
preneurship in the digital age by integrating two well-
established concepts: the digital ecosystem and the
entrepreneurial ecosystem. The integration of these
two ecosystems helps us better understand the interac-
tions of agents and users that incorporate insights of
consumers’ individual and social behavior. The Digital
Entrepreneurial Ecosystem framework consists of four
concepts: digital infrastructure governance, digital user
citizenship, digital entrepreneurship, and digital market-
place. The paper develops propositions for each of the
four concepts and provides a theoretical framework of
multisided platforms to better understand the digital
entrepreneurial ecosystem. Finally, it outlines a new
research agenda to fill the gap in our understanding of
entrepreneurship in the digital age.
Keywords Entrepreneurship . Ecosystem .
Matchmakers . Digital infrastructure . Digital
governance . Digital citizenship . Multisided platforms .
Information technologies
JEL classification L26 . 011 . P40 . P00
1 Introduction
As the Economist magazine went to press the lead story
was about reinventing the company.1 This new compa-
ny type is at the heart of a growing debate on how to
understand the digital economy. Ever since the launch of
Uber, Snapchat, and AirBnB and the earlier success of
Google, Amazon, and Facebook, a new breed of
company has emerged that uses digital technology,
entrepreneurship, and innovation to upend industries
on a global scale (Stone 2017).2 Most of these compa-
nies are matchmakers (Evans and Schmalensee 2016,
p.1).3 What these companies have in common is that
they all connect members of one group with another
group. The core competencies of these companies are
their ability to match one group of customers with
another group of customers by reducing the transaction
cost of a match (Coase 1937). These multisided plat-
forms would not exis ...
Freelancing in New York is the first comprehensive measure of the independent workforce in New York City. Commissioned by Freelancers Union, Upwork, and the NYC Mayor's Office of Media and Entertainment, this study surveyed 5,000 working adults in New York City. The study, launched in part to inform work at Freelancers Hub, the first City-funded effort providing dedicated coworking and training to freelancers, estimates that 1.3 million workers are freelancing — with an estimated annual economic impact of $31.4 billion in earnings from their freelance work.
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Connecting with the Public
C H A P T E R 22
The new philosophy of communication
is bottom up.
634
22_MAR_67948_Ch22_634-658.indd 634 11/29/11 3:38 PM
635
C H A P T E R 2 2 C O N T E N T S
Understanding the Role of
Connecting with the Public 635
Persuasion and Connecting with
the Public 637
Presenting Information to the
Public 638
Newsletters 638
Brochures 639
White Papers 644
Podcasts 647
Collaborating with the Public
Through Social Media 648
Discussion Boards 649
Blogs 651
Wikis 653
This photo shows Mark Zuckerberg, president and CEO of Face-book, speaking at a conference. This book and its Web site,
TechComm Web, devote a lot of attention to the ways that new tech-
nologies are changing how people in the working world communicate.
From word-processing programs to spreadsheets and presentation
slides, from instant messaging to blogs and social media such as
Facebook, the tools are everywhere, and they keep getting better. To
succeed in the working world, you need to know how to use these
tools effectively.
But the tools are just one part of the big change in communica-
tion practices. The other part is a new philosophy of communication.
The old philosophy was top down. For example, when a company
wanted to publicize a new product, it would issue press releases,
write articles for trade magazines, and place ads in magazines and
on TV. The new philosophy is bottom up; that is, the company uses
social media to connect with its various stakeholders. It’s the differ-
ence between selling and engaging.
This chapter discusses strategies for communicating with
the public or, to be more precise, publics: investors, prospective
employees, state and local officials, prospective donors, commu-
nity members, current and prospective customers, and industry
colleagues, to name just a few. Although people and organizations
have always been able to communicate with their publics, today’s
technology has made it much easier and cheaper to do so. With a
personal computer, basic office software, and Internet access, you
can create and distribute newsletters, brochures, white papers, and
podcasts to help you present information to community members.
And you can collaborate with those community members through
social media tools such as discussion boards, blogs, and wikis. This
chapter discusses these seven applications, focusing first on those
that are best at presenting information and then on those that are best
at fostering collaboration with a community.
UNDERSTANDING THE ROLE OF
CONNECTING WITH THE PUBLIC
Why is it important for organizations to connect with their
publics? One reason is that our culture values accountability. The
public expects organizations of all kinds to communicate hon-
22_MAR_67948_Ch22_634-658.indd 635 11/29/11 3:38 PM
636 Connecting with the Public22
estly and clearly and to take re.
Write an Essay Online - Online Custom Essay Writing Service 24/7. How to Write a Great Essay Quickly! – ESL Buzz. How To: Essay Types | Essay writing skills, Essay writing, Essay .... 24 Greatest College Essay Examples – RedlineSP.
Connections As A Tool For Growth: Evidence From The LinkedIn Economic GraphLinkedIn
New evidence from LinkedIn’s current network, presented here, demonstrates the economic value of connections. We calculate an “index of connectedness” for each of 275 metro regions in the U.S., based on the average number of connections per LinkedIn member in that region. The higher the index of connectedness, the more dense the connections between LinkedIn members in that region. Using data from the Bureau of Labor Statistics, we calculate the four-year and one-year nonfarm payroll job growth for those metro regions.
This report was authored by Dr. Michael Mandel, with research supported by LinkedIn. November 2014.
LinkedIn. Why you Should be Part of the 200+ million people using it, by Soph...Sophia Fantis
An article I wrote about for People and Work Magazine. The magazine of the Cyprus Human Resource Management Association (CyHRMA). This article was found in Issue 37, July 2013.
Power is shifting worldwide, from bureaucratic-driven
organizations, with pyramidal structures and that has been dominant over the last 200 years, since from the beginning of the Industrial Era, to technological-driven networks, formed around distributed systems of power and communication.
Successful young entrepreneurial innovators have achieved something akin to rockstar status. They grace magazine covers and keynote global conferences, inspiring burgeoning
start-ups and Fortune 50 companies alike.
Collectively, young entrepreneurs are innovative by nature and their thinking is an important source of growth and job creation across the world. Today, with digital tools in hand, leaders are better positioned to expand their businesses across borders, seize niche opportunities and shape the global economic future.
Yet, most of today’s young entrepreneurs want more than status and a global corporate footprint. Their ideas of success arise from powerful social, political and economic convictions.
To find out what really makes young innovators tick, The Economist Intelligence Unit, sponsored by FedEx, surveyed more than 500 of these young entrepreneurs around the globe about their motivations, ideals and priorities. Our survey respondents were between 25 and 50 years of age and all founders, owners or partners of firms with fewer than 500 employees. They are living in North America, Europe, Middle
East, India and Africa, Asia-Pacific, and Latin America. We surveyed them on matters of globalization, technology and social values.
We then compared their views with a similar survey of the general public in the same regions. Side by side, these surveys enabled us to differentiate the outlooks of today’s young and innovative entrepreneurs.
Our surveys identified four key mindsets that guide young entrepreneurs: leading with passion; thinking globally; embracing social responsibility; and banking on connectivity. This report explores the similarities and divergences of today’s young entrepreneurs and the general public. It seeks insights into the elements of the business environment that matter most to entrepreneurs, as well as their views on a variety of issues including free trade and social responsibility.
This short overview describes changes in work in Toronto, Canada already experienced by most consumers, national trends, and local initiatives of workers rallying for social protection.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Discover the innovative and creative projects that highlight my journey throu...
New coworking study debunks misconceptions - Greetly digital receptionist
1. New Coworking Study Debunks
Misconceptions
Recently, two organizations that promote business and recreational opportunities in the
heart of the City of Brotherly Love published a report about coworking. While the paper,
“Philadelphia’s Independent Economy: Implications for Office Space,” is obviously specific
to Pennsylvania’s largest metropolis, it has some interesting implications for operators
of coworking spaces in other communities — especially in the ways that it undercuts some
popular conceptions and misconceptions about coworking clientele.
It turns out that the median age of self-employed workers in Center City Philadelphia is 48;
throughout the city as a whole, it’s 47. That’s 15 years older than the median age of the
entire work force of Center City and nearly a decade older than the labor force in all of
Philadelphia.
States the report, which was published by the Center City District and Central Philadelphia
Development Corp.:
[I]t is not millennials who dominate the world of the self-employed, it is the middle-
aged who venture out on their own by building upon networks and relationships they
established within the world of “traditional” work.… Only 3% of millennials in the
workforce are self-employed in both Center City and Philadelphia as a whole,
whereas 13% of mid-career workers living in Center City are self-employed and 7%
citywide. (The obligation of student loans and the absence of acquired professional
networks are probably major factors in the preference of most millennials for stable,
salaried employment.)
2. Incidentally, the document defines millennials as those aged 18 to 34.
The authors also surveyed the managers of “four major coworking spaces” in downtown
Philadelphia and found only one that had a majority of users who were fully independent.
Freelancers and independents represented about two-fifths of workers at a second
coworking space, a fifth of workers at a third space and less than five percent at the fourth
one. The biggest user segment at three of the spaces were those who worked for
companies based at the location — the same kind of workers who comprised the second-
largest group at the only space where the self-employed were in the majority. The
remaining users in all four spaces were employees of regional, national and international
organizations that don’t have offices in Philadelphia.
The paper also reveals that an online survey of 268 “potential users of office space” in
Philadelphia showed that those who described themselves as salaried or as partners are
significantly more likely than the self-employed to use coworking. This suggests, the authors
write, that “[c]oworking space can be seen as a pipeline for companies seeking to open
‘gateway’ offices in the downtown.”
Another part of the paper digs into a prediction with which many coworking executives are
likely familiar (and which was referenced in our last blog post) — that 40 percent of the
labor force could be independent within 15 years. The report suggests that this trend may
be overstated and presents data indicating that Philadelphia’s independent work force has
held steady for several years.
All in all, the 16-page paper provides an interesting counterpoint to some of the impressions
that coworking executives and even the general public may have about who uses coworking
spaces. While the report is geared to one city, of course, it could offer some useful insight
about how people in your community approach coworking, and how they might be
3. persuaded to think differently. It may be worth investigating whether civic organizations in
your region, city or town have conducted research along these lines — or whether they are
contemplating doing so.
Originally posted at https://mygreetly.com/new-coworking-study-debunks-misconceptions/.