Toward a Sustainable Technopolis - Technopolis: Best Practices for Science and Technology Cities - page 167

credit, there is more to the story. The king's name, associated with a technological
advance that benefits the entire population, does much to influence a culture of
innovation for social betterment. In contrast to Thailand and Korea, all techno-
logical advance in dynastic China was solely for the amusement of the emperor. It
will be difficult for China to overcome this and to establish a view, within the
government and among the people, that technology can benefit everyone.
Social culture, says Harvard Professor Howard Stevenson, determines:
• A region's propensity to reinvest the rewards of business success in still more
local businesses—rather than in real estate or offshore bank accounts—and in
the social welfare of locals.
• A region's attitudes toward the success of others. Does the society ostracize
entrepreneurs, or celebrate their successes?
• A region's willingness to embrace change.
The sociologist James Coleman ( 1988 ) defined social capital as ''the ability of
people to work together for common purposes in groups and organizations.''
Where there is social capital, Fukuyama ( 1995 ) claims, there is wealth. Voluntary
civil and civic organizations, each of a scope that is wider than family-level yet not
organized by state or national governments, show a technopolis region's confi-
dence that it can shape its own future.
External as well as internal networking is an important aspect of social capital.
Visits to other technopoleis can build valuable, lasting networks. When they are
just a way to find out what other people are doing, the trips are of limited value. A
region with historical disadvantages will have to do something original and dif-
ferent from what has gone before.
The will to action—and actually taking action—are the final aspects of social
capital that I will emphasize today. As Peter Drucker said in the context of the
1980s manufacturing crisis, ''What we have to learn from the Japanese is not what
to do, but to do it.'' All the knowledge, money, and infrastructure in the world,
Drucker implied, cannot substitute for will, attitude, and follow-through.
3.3 Grassroots Versus Government-Directed
Technopolis Alliances
Japanese research shows that designated technopoleis in that country grow faster
than other regions, despite having no financial assistance from the central gov-
ernment. One must beware of circular reasoning here; The technopolis regions
were identified by the government because of their superior potential. Yet the
conclusion that it is the characteristics of the region, rather than government help
that makes success, is strong (Kyaw 2001 ).
In his research into obstacles to new technology parks and clusters in Japan,
published in Technological Forecasting and Social Change, Hajime Eto ( 2005 )