This study argues that the role of the public sector in the leadership of some place-based partnerships is changing. It begins by developing a new framework for place-based leadership around a vehicle metaphor. The emerging shift in leadership roles is explored through a comparison of three pairs of UK-based case studies. It concludes that in some partnerships, local community representatives increasingly hold the more powerful leadership roles (driver, navigator) with public sector organizations relegated to the back-seat role of technical expert (mechanic), with a more subtle, yet still significant, influence on policy.

No abstract

Distributed Innovation is an emerging framework for a novel method of new product/service development, where knowledge from within and outside the organisation is shared in an evolutionary dialogue, which consistently produces high quality results. Literature on open source software development and new product development involving ‘lead users’, are the main contributors to the discussion about the creative potential locked within service users. There is a growing thread of literature which seems to apply the underlying principles of Distributed Innovation in the public sector; this article looks at the process of learning from users in this paradigm. It aims to critically evaluate the advantages and disadvantages of Distributed Innovation within the public sector generally and local government specifically. When considering the great innovative potential held by service users, the ultimate goal of thisarticle is to answer two questions: can Distributed Innovation provide a source of learning: if so, is this knowledge for free?

No abstract