The current study examines the notion of Megacommunities. The first part comprises a definition of a Megacommunity, and the second part provides an example of a Megacommunity in the real society. A definition of a Megacommunity may run as follows: a socially created sphere with the purpose of uniting organizations and individuals to resolve an important complex issue. To succeed, they have to observe certain practices. A Megacommunity usually comprises more than one organization. It is important to note that they may be either competitive or collaborative as to their nature. A Megacommunity is not compulsory a business entity or a partnership acting in a public or a private sphere.
Usually it is a large interest group, involving nonprofit organizations, companies, and governments. As the leaders act together, they develop interdependency, but their opinions on the issue may differ. The core goal is to develop a plan of action. Usually, a Megacommunity takes up the roles of Convener, Program Manager, and Funder.
In real life, Megacommunities can exist in environmental, public health care, and other sectors. My example of a Megacommunity in the real society is the Harlem Small Business Initiative that was started in 2001. When large chain retailers planned to open stores in several New York neighborhoods, small business owners of Harlem approached President Clinton for the assistance, in fear of a fierce competition. Clinton Foundation suggested an action plan to make the existing businesses in Harlem more competitive. A new partnership with not-for-profit status was created and organizations were asked to help.
The Harlem Small Business Initiative linked with a large number of groups: the office of Harlem’s U.S. Congressman, the Greater Harlem Chamber of Commerce, New York University’s Stern School of Business, and others. They all invested their time, money, and ideas for the common benefit. With joint efforts, mutual goals and a set of individual activities were defined. The program focused on 10 local businesses that were exposed to fierce competition. With the help of volunteer consultants, the businesses remained vibrant in the original neighborhood. As the result, they even increased their revenues and profitability. New jobs were created and customer service improved.
