Leadership of cluster policy: lessons from the Austrian province of Styria

MacNeill, Stewart; Steiner, Michael

doi:10.1080/01442871003723374

Cited by 26 publications

(16 citation statements)

References 28 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…As place leadership is about influencing the ways collective interpretations of local phenomena emerge, those able to build bridges between informal and formal initiatives are likely to take leadership positions (HORLINGS, 2010). Place leadership is therefore embedded in the social fabric of places (PETERS, 2012) and, more specifically, in the social relationships of networks, including policy networks (SOTARAUTA, 2014;MACNEILL and STEINER, 2010). Leaders face constant pressure to make sense of rapidly evolving situations, including shifting social networks, policy redeployments and the re-ordering of public sector priorities.…”

Section: The Basic Tenets Of Place Leadershipmentioning

confidence: 99%

Governance, agency and place leadership: lessons from a cross-national analysis

Sotarauta

Beer

2016

Regional Studies

View full text Add to dashboard Cite

This paper argues that few accounts of place leadership have found an appropriate balance between structural and individual processes, resulting, on the one hand, in an over-emphasis on the actions of a limited number of charismatic leaders, and, on the other, structural analyses blind to the decisions and actions of individuals and groups. This paper attempts to offer a more balanced perspective through the examination of leadership in two, contrasting, sets of circumstances. It uses the differing economic, political, administrative and social structures evident in Finland and South Australia to better understand the ways in which structural conditions encourage, or limit, place leadership.

show abstract

Section: The Basic Tenets Of Place Leadershipmentioning

confidence: 99%

Governance, agency and place leadership: lessons from a cross-national analysis

Sotarauta

Beer

2016

Regional Studies

View full text Add to dashboard Cite

show abstract

“…Many of the leadership theories and practices developed for single organisations simply do not have much to offer for regional development. In regional development, capability to steer the process, rather than designing an optimal organisation or strategy, is the key to strategic success (MacNeill & Steiner, 2010;Sotarauta, 2016). Leadership through increasing interdependence and plurality differs significantly from the leadership in single organisations as, by necessity, it is based on the ability to lead a heterogeneous bunch of actors towards 'third solutions' that go beyond their individual ambitions, though acknowledging and respecting them.…”

Section: Governance and Leadershipmentioning

confidence: 99%

“…However, to be able to truly influence and bring about change, they need to earn an influential position in wider networks. For that purpose, place leaders are called upon to obtain access to a wide range of networks and actors relevant to their respective regions (MacNeill & Steiner, 2010). It should be kept in mind that, more often than not, actors participate in, and contribute to, regional development efforts with their own logics, drivers, incentives and paymasters in mind.…”

Section: Place Leadershipmentioning

confidence: 99%

Place leadership, governance and power

Sotarauta

2016

Administration

View full text Add to dashboard Cite

There is an emerging consensus that place leadership is the missing piece in the local and regional development puzzle. In this context, leadership is a hidden form of agency, shadowed by such visible forms of influence as structures and formal institutions, as well as development programs and plans. This article argues that one of the most central issues in a study of place leadership is to analyse the relationships between governance, power and place leadership. The governance arrangements are undoubtedly important, as they dictate the kind of resources and positions provided to regional development work, and thus they also enable, as well as constrain, the many efforts of regional champions to exercise power in complex development processes. It is argued here that revealing how place leadership is enacted in different places and times would allow us to flesh out novel aspects about the eternal questions of how and why some places are able to adapt strategically to ever-changing social, economic and environmental circumstances while others fail to do so. Additionally, deeper investigations of place leadership would hopefully allow us to provide policymakers and practitioners with added insight on the ways to make regional development policies and practices not only more strategic but also effective. This paper elaborates the conceptual link between place leadership, governance and power.

show abstract

“…However, regional economies and innovation still remain mainly conceptualized on technological improvement and efficiencies of cost, quality and delivery with the same models applied across different sectors. Many regional policy initiatives, such as the West Midlands Accelerate Programme (MACNEILL et al, 2009) and the Styrian Cluster Programme (MACNEILL and STEINER, 2010), illustrate this point.…”

Section: Policy Conclusion: Towards a Status Innovation Policy Approachmentioning

confidence: 99%

Beyond Production and Standards: Toward a Status Market Approach to Territorial Innovation and Knowledge Policy

MacNeill

Jeannerat

2015

Regional Studies

Self Cite

View full text Add to dashboard Cite

production and standards: toward a status market approach to territorial innovation and knowledge policy, Regional Studies. Current theoretical and policy models of innovation are usually production based and give prominence to producer-supplier relations. Drawing on a socio-economic approach to markets, the paper reconsiders these established models in order to broaden the understanding of innovation and territorial knowledge dynamics. The premium segment sports cars innovated in the UK's West Midlands is examined and the production and standard market of the global automotive industry is contrasted with the status market in which new local innovation embed across specific supplier-producer and producer-consumer relations. A status innovation policy approach is finally proposed to address innovation in developed economies.

show abstract

Leadership of cluster policy: lessons from the Austrian province of Styria

Cited by 26 publications

References 28 publications

Governance, agency and place leadership: lessons from a cross-national analysis

Governance, agency and place leadership: lessons from a cross-national analysis

Place leadership, governance and power

Beyond Production and Standards: Toward a Status Market Approach to Territorial Innovation and Knowledge Policy

Contact Info

Product

Resources

About