Rural innovation activities as a means for changing development perspectives An assessment of more than two decades of promoting LEADER initiatives across the European Union

Fisheries Policy for Sustainable Development: Coastal Models and Limitations Derived from Participation and Power Organisation in Atlantic FLAGs in Spain and Portugal

“…The social changes promoted by the creation of FLAGs have been beneficial for coastal communities, as happened with LAGs during the LEADER initiative (Dax and Oedl‐Wieser ). These new forms of organisation at the local level have achieved – to a greater or lesser extent – the mobilisation of social capital.…”

“…In general, there is a consensus in the literature on the contributions of the LEADER method to the creation of local systems of actors, especially in cooperation, participation and networking. However, Community‐Led Local Development (CLLD) was introduced in 2014 as a revised and reinforced perspective for its ability to significantly expand the scope and effectiveness of rural development (Dax and Oedl‐Wieser ) after a long period of criticism of the ‘sectoral’ implementation and the failure of rural policy to reach all potential actors and interest groups. The most questioned aspects were related to the ability of LEADER to generate innovation (Dax et al .…”

A new approach for participative rural development in Georgia – refl ecting transfer of knowledge and enhancing innovation in a non-European Union context

“…LEADER is a placebased neo-endogenous rural development approach which aims at making effective use of local assets and resources by strengthening the regional identity of rural residents and integrating incentives from outside the region (Bosworth et al, 2016;Dax and Oedl-Wieser, 2016). It provides a proactive perspective towards nurturing potentials and addressing (social) innovation such as shared learning processes and the mutual exchange of knowledge and ideas (Bock, 2012;.…”

The impact of knowledge management, learning and socio-cultural factors on innovation

“…In some provinces they are united into one organisational unit (one-stop-shop model), in others they exist in parallel ). However, unclear or overlapping responsibilities and structures are often a persisting problem (Dax T. & Oedl-Wieser T., 2016;Suske W. & Huber J., 2013;Zankl C., 2012, p. 102). In the 2007-2013-period two thirds of the Austrian LAGs were completely independent from regional managements.…”