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	Fig. <xref xrefstyle="template:%n" linkend="fig-1"/> is a depiction of how an enterprise can have varying levels of engagement with commons, state, and market.
	Some of our case studies are simply commons and market enterprises with little or no engagement with the state. A depiction of those case studies would show the state sphere as tiny or even absent. Other case studies are primarily market-based with only a small engagement with the commons. A depiction of those case studies would show the market sphere as large and the commons sphere as small. The extent to which an enterprise sees itself as being primarily of one type or another affects the balance of norms by which they operate.
	All our case studies generate money as a means of livelihood and sustainability. Money is primarily of the market. Finding ways to generate revenue while holding true to the core values of the commons (usually expressed in mission statements) is challenging. To manage interaction and engagement between the commons and the market requires a deft touch, a strong sense of values, and the ability to blend the best of both.
	The state has an important role to play in fostering the use and adoption of the commons. State programs and funding can deliberately contribute to and build the commons. Beyond money, laws and regulations regarding property, copyright, business, and finance can all be designed to foster the commons.
	Enterprise engagement with commons, state and market.
	Pictures/10000201000008000000045C30360249076453E6.png	Pictures/10000201000008000000045C30360249076453E6.png
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	It’s helpful to understand how the commons, market, and state manage resources differently, and not just for those who consider themselves primarily as a commons. For businesses or governmental organizations who want to engage in and use the commons, knowing how the commons operates will help them understand how best to do so. Participating in and using the commons the same way you do the market or state is not a strategy for success.
	The Four Aspects of a Resource
	Daniel H. Cole, <quote>Learning from Lin: Lessons and Cautions from the Natural Commons for the Knowledge Commons,</quote> in Governing Knowledge Commons, eds. Brett M. Frischmann, Michael J. Madison, and Katherine J. Strandburg (New York: Oxford University Press, 2014), 53.
	As part of her Nobel Prize–winning work, Elinor Ostrom developed a framework for analyzing how natural resources are managed in a commons.<placeholder type="footnote" id="0"/> Her framework considered things like the biophysical characteristics of common resources, the community’s actors and the interactions that take place between them, rules-in-use, and outcomes. That framework has been simplified and generalized to apply to the commons, the market, and the state for this chapter.

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