Räumliches Unternehmensengagement (Corporate Spatial Responsibility) und Ortsführung (Place Leadership) in Kleinstädten. Perspektiven für eine neue Ortsführung? Eine Zusammenführung von zwei Diskursen

Corporate Spatial Responsibility and Sustainable Development Goals

“…Besides internal social institutions (e.g., Fabrikwohlfahrtspflege, BASF) and external corporate engagement (e.g., Rockefeller Foundation) securing certain social security/ health standards or facilities for leisure for their employees and beyond, donation was also attached to patronage for arts and culture. Taking the spatial dimension of corporate engagement into account, the rise of corporate housing constructions (e.g., Margarethenhöhe, Germany (owned by German industrialist Alfred Krupp, Essen, Germany), Ford Homes in Detroit or Deadborn, USA) and the establishment of so-called company town (e.g., Siemensstadt in Northwest Berlin, Germany, American Railway Union, Pullman, IL, USA, Volkswagen in Wolfsburg, Germany, or Lego in Billund, Denmark) provide evidence here (Garner 1992;Albers and Suwala 2020c). The postindustrial phase of corporate engagement is not so much associated with secular and heroic images of corporate donors, but with rather pragmatic and everyday necessities of knowledge-driven societies.…”

“…These buildings are named after those enterprises -emphasizing traditional motives of establishing memorials -and include the Kunsthalle Weishaupt in Ulm (http://kunsthalleweishaupt.de), the Museum Barberini in Potsdam (https://www.museumbarberini.com/en/), and the Knauff Museum in Iphofen (https://www.knauf-museum.de). Each of these projects are based on strong commitment to the site/ location and support to the city/regional branding or marketing activities (Albers and Suwala 2020b;Graffenberger and Görmar 2020). Corporate education initiatives are also widespread and encompass engagement in building kindergarten or schools and even entire universities (e.g., Würth-Hochschule in Künzelsau, https://www.hs-heilbronn.de/campus-kuenzelsau).…”

“…Examples CSpR and macroeconomic targets (8.1, 8.2, 8.10) -Economic Growth: CS(p)R firms positively affects economic growth and their associated share in growth is 6% for 25 economies (Skare and Golja 2014) -Economic Productivity: CS(p)R firms engage into "CS(p)R profit maximizing" by trying to incorporate social, ecological or spatial characteristics into products and manufacturing processes (Paul and Siegel 2006) -Financial Stability: expanding outreach increasing access to financial services to the unbanked segments of the population by corporate guarantee for employees to obtain microcredits or by providing corporate mobile systems, fighting corruption through appropriate wages (Prior and Argandona 2009) CSpR and policy targets (8.3, 8.6, 8.9) -Culture-oriented initiatives / policies: object-oriented CSpR measures (e.g. museums, art hall, iconic buildings for the promotion /image of localities (Albers and Suwala 2018) -Education-oriented initiatives / policies: Corporate-driven kindergarten, School or even universities, Dual vocational programmes (Albers and Suwala 2020c) -Development-oriented initiatives / policies: BID measures or in order to revitalize (corporate re-urbanization) or stimulate (TCM), upgrade (BID) or lead (master plans) certain spatial entities (Knieling et al 2012, Albers andSuwala 2020b), context-dependent CSpR measures for the Global South (GTZ 2011) CSpR and social targets (8.5 / 8.6, 8.7, 8.8) -Human rights on Labour Markets: consideration of /control systems for entire local or global value chains concerning aspects like no child labor, recognition of labor unions etc. (GTZ 2011) -Decent Work for everyone: corporate housing construction to secure workplaces for all income groups (Albers 2011) -Youth / gender equality on labour markets: dual vocational training for the youth with extensive tangible (e g. own flats) und intangible resources (e.g.…”

Family Business and Regional Development

“…Another type of spatial engagement driven by family firms is founded by corporate support for urban renewal and individual public space initiatives and is best understood in light of changing urban spatial dynamics over the last few decades (Albers & Suwala, 2020b). Most contemporary cities host a series of competing urbanizations and increasingly complex urban migration patterns of both residential and commercial uses.…”

“…In the meantime, Duderstadt2020 is regarded as the city's urban development agency that traces an 'integrative urban development management' within six areas of interest (urban marketing, tourism promotion, economic promotion, cultural promotion, neighborhood development and social interaction). Most recently, the Duderstadt 2030 city vision and the 'Futuring Duderstadt' master plan were presented (Albers & Suwala, 2020b).…”