Managing Urban Economic Development: Learning to Change or the Marketing of Failure?

Bovaird, Tony

doi:10.1080/00420989420080591

Cited by 13 publications

(2 citation statements)

References 44 publications

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“…Kotler et al, 1993Kotler et al, , 1999Molotch, 1976), the continued importance of the public sector is highlighted (e.g. Ashworth and Voogd, 1988, 1990a, 1990bBovaird, 1994;Millington, 1997;Peck, 1995;Wilkinson, 1992). This is manifested, for example by the close relationship between urban place marketing and spatial planning (e.g.…”

Section: Organizational Mechanismsmentioning

confidence: 99%

Towards a service-dominant place marketing logic

Warnaby¹

2009

Marketing Theory

137

127

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A recurring theme in the place marketing literature relates to the inadequacies of traditional theory in accommodating the context specificity of places. Such special characteristics of place marketing relate to the complexity of place 'products', the complexity of the organizational mechanisms for their marketing, and the ways in which branding theory can be applied. This paper explores these three aspects through the 'mindset' of the service-dominant logic of marketing and its foundational premises. The paper concludes that, viewed through the lens of S-D logic, issues which have in the past been argued to create a degree of distinctiveness in place marketing theory and practice could actually have much resonance with more mainstream marketing. Thus, place marketing could be seen as being more similar to more 'mainstream' marketing practice than previous place marketing literature implies, and in some areas the specific place context may shed some light on issues relating to the service-dominant logic more generally. Key Words • place branding • place marketing • service-dominant logic

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Section: Organizational Mechanismsmentioning

confidence: 99%

Towards a service-dominant place marketing logic

Warnaby¹

2009

Marketing Theory

137

127

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“…For example, Pollitt and Bouckaert[47] refer to “micro‐quality” at the level of organizational performance, “meso‐quality” at the level of services provided to users/ customers, and “macro‐quality” at the level of policy and resource allocation and quality of life. Bovaird[48] refers to three “domains” of quality assessment: the “organizational domain”, the “service system domain” and the “community domain”, where quality results in “well‐organized communities”. These frameworks go some way towards exposing the limitations of the consumerist approach to quality by raising issues around the adequacy of policies and resource allocations in relation to quality of life objectives.…”

Section: Quality Social Needs and Social Justicementioning

confidence: 99%

Evaluation, learning and the effectiveness of public services

Sanderson

1996

International Journal of Public Sector Management

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Attempts to locate the legitimatory nature of the discourse of quality in the wider context of prevailing ideas about the role of government in the promotion of social welfare and how public service organizations can deliver quality services. Elaborates on the prevailing conventional wisdom underpinning the “New Right” project to restructure public service. Gives a critique of this conventional wisdom which addresses the limitations of “consumerist” notions of quality and the role of instrumentally rational discourses in legitimizing the New Right project of restructuring the State. Develops an alternative conception of public service quality and finally outlines the role for evaluation in promoting social learning as the basis for achieving effectiveness in public services.

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Partnerships and Networks as Self-Organizing Systems: an Antidote to Principal-Agent Theory

Bovaird¹,

Sharifi²

1998

Inter and Intra Government Arrangements for Productivity

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Managing Urban Economic Development: Learning to Change or the Marketing of Failure?

Cited by 13 publications

References 44 publications

Towards a service-dominant place marketing logic

Towards a service-dominant place marketing logic

Evaluation, learning and the effectiveness of public services

Partnerships and Networks as Self-Organizing Systems: an Antidote to Principal-Agent Theory

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