The Dilemmas of Operationalizing Cluster Policy: The Medical Technology Cluster in the West Midlands

Burfitt, Alex; MacNeill, Stewart; Gibney, John

doi:10.1080/09654310701529284

Cited by 13 publications

(24 citation statements)

References 19 publications

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“…Rather, what stands out is the sheer number of schemes that introduce new 'specialist' partnerships with their accompanying strategic plans into what many have described as an already congested policy field (Burfitt et al, 2007;Pemberton and Winstanley, 2010;Skelcher, 2000). From the City Growth Partnerships studied here, to the various partnership structures associated with Area Based Initiatives (Lawless, 2004), community economic development (Lawless, 2001) and community planning (Cowell, 2004) …”

Section: Introductionmentioning

confidence: 99%

Effective Strategy Implementation: Why Partnership Interconnectivity Matters

Holman

2013

Environ Plann C Gov Policy

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Planners and city officials are increasingly being encouraged to create and make use of a variety of partnerships designed to tackle 'wicked-issues' in their localities. However, many of these partnerships are by nature ephemeral, lasting only as long as their funding exists or until their particular work-package is completed. A great deal of attention is paid to the internal functioning of these partnerships but rather less is paid to the structural elements involved in how these partnerships are mapped onto existing governing structures. This creates a problem where the knowledge generated by these partnerships may also be seen as ephemeral, adding to partnership fatigue and cynicism amongst stakeholders. By linking network structure and collaborative capacity, I explore the depth of penetration and longevity of the knowledge created in such local partnerships.

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Section: Introductionmentioning

confidence: 99%

Effective Strategy Implementation: Why Partnership Interconnectivity Matters

Holman

2013

Environ Plann C Gov Policy

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“…Elsewhere, some of the evidence from the early development of high technology industry policy in the region has already pointed out the scale and complexity of the leadership and operational challenges being faced in the wider region (See Burfitt et al, 2007c). Clearly, providing strategic leadership that involves mediating the agendas and vertical accountabilities of a plethora of public bodies, quasi-public entities and private firms is no simple task.…”

Section: The Challenges For the Strategic Leadership Of Place In The Ctbmentioning

confidence: 95%

Toward a `New' Strategic Leadership of Place for the Knowledge-based Economy

2009

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This paper addresses the changing leadership task associated with a new agenda about the leadership of place. The shifting development context for cities and regions -including the emergence of the creative city and the knowledge-based region -places a renewed emphasis on the importance of interdisciplinary processes that stimulate the creation and the exploitation of knowledge. Consequently there is a requirement for an approach to the leadership of processes of collaborative learning and 'associational' working. There is, however, a general lack of alignment of the literature on leadership, place-shaping and the stimulation of the knowledgebased economy. This article refers to the existing leadership literature and draws upon research related to economic development policy to initiate a discussion about the new leadership of place. It presents a rationale and outlines an initial argument for a more comprehensive approach to the leadership of place that takes account of the paradigm shift occurring in urban and regional studies.

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“…Our research also contributes to the discussion on the role of public institutions in the cluster development policies (Burfitt et al 2007). In the clusters studied here, especially in 22@Barcelona, we have seen that a capable and resourceful public administration can determine the success of the cluster initiative.…”

Section: Final Considerationsmentioning

confidence: 99%

“…Nevertheless a public cluster policy can also give rise to inertia, political game playing and opportunism (Burfitt et al 2007).…”

Section: Public Incentivesmentioning

confidence: 99%

See 1 more Smart Citation

Towards Urban High-technolgy Clusters: An International Comparison

Bosch¹,

Capel²,

Cougoule³

et al. 2012

Urbani izziv

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This paper presents the results of a comparative study of 23 urban or regional high-technology clusters (media, ICT, energy, biotechnology) all over the world, analyzing how they were created, how they are managed and how they operate, and the strategies followed to improve and excel in their fields of action. Special attention is given to issues related to descriptive aspects, R&D, performance of the clusters, location factors and incentives to attract companies. The empirical analysis applied to the identified clusters was done through a questionnaire sent to the representatives of the cluster's management. When analyzing the data, the study has combined quantitative and qualitative methods, depending on the information to be processed. The data collection was done through a selection of indicators chosen in order to cover the different elements that cluster literature coincide in consider essential to develop a competitive economic cluster in urban regions. The main obstacle we find with the information available to carry out this study has been its heterogeneity and different quality of the data. 22@Barcelona appears to be in a good position to compete with other excelling clusters, but it still needs to improve in areas such as financial supply for R&D and start-ups and coordination between the different actors involved in urban economic development. Our research also contributes to the discussion on the role of public institutions in the cluster development policies. In the clusters studied here, especially in 22@Barcelona, we have seen that a capable and resourceful public administration can determine the success of the cluster initiative.

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The Dilemmas of Operationalizing Cluster Policy: The Medical Technology Cluster in the West Midlands

Cited by 13 publications

References 19 publications

Effective Strategy Implementation: Why Partnership Interconnectivity Matters

Effective Strategy Implementation: Why Partnership Interconnectivity Matters

Toward a `New' Strategic Leadership of Place for the Knowledge-based Economy

Towards Urban High-technolgy Clusters: An International Comparison

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