Competition, Co-operation or Both? Managing urbanisation for innovation at the local level

Urbanisation is rapidly accelerating across the globe (Brenner and Kiel, 2014) and in year 2050 75 per cent of the world population is expected to live in urban areas (Vallance et al., 2012; Storper, 2013). For a small... [ view full abstract ]

Urbanisation is rapidly accelerating across the globe (Brenner and Kiel, 2014) and in year 2050 75 per cent of the world population is expected to live in urban areas (Vallance et al., 2012; Storper, 2013). For a small municipality, facing growth or a shrinking population is obviously a challenge that will affect local government strategies, plans, resource distribution as well as the image of the place. In this paper we investigate how local governments in Sweden act to deal with a growing or shrinking population. The theoretical framework that we draw upon consist of literature on public sector strategic management (e.g. Rosenberg-Hansen and Ferlie, 2014; Ferlie and Ongaro, 2015) and innovations in the public sector (e.g. Barlett and Dibben, 2002; Brorström, 2015).

The empirical part consists of qualitative data from (hur maånga var dom nu igen?) local governments in Sweden with an increasing or decreasing number of inhabitants. We have conducted xxx interviews with key actors in the local governments, such as politicians, officials and from public companies.

The result suggest that local governments need to be managed wider and in longer perspectives, i.e. the effects of urbanisation are not an issue for one department within the local government, or for one local government, but rather a challenge that needs to be dealt with over boundaries. At the same time is there a focus on longer perspective; urbanisation is on-going and will affect local governments for a long time. This implies that there is a need of agreeing over time and space in new ways. Our empirical data suggest that a high level of co-operation across political parties take place at the local level. We found no examples of a passive acceptance of a negative development; instead we saw a lot of action taking place. Actors within the local governments perceive the tension between the state and local municipalities on the distribution of tasks and resources as a problem. However, taking responsibility for a large share of activities may be beneficial in the long run since it will strengthen the role of local municipalities. In particular for municipalities that are non-growing, or shrinking, this is an opportunity.

References

Bartlett, D., & Dibben, P. (2002). Public Sector Innovation and Entrepreneurship: Case Studies from Local Government. Local Government Studies, 28(4), 107-121.

Brorström, S., (2015),"Implementing innovative ideas in a city: good solutions on paper but not in practice?", International Journal of Public Sector Management, Vol. 28 Iss 3

Ferlie, E., & Ongaro, E. (2015). Strategic Management in Public Services Organizations: Concepts, Schools and Contemporary Issues. Abingdon: Taylor & Francis.

Rosenberg Hansen, J., & Ferlie, E. (2014). Applying Strategic Management Theories in Public Sector Organizations: Developing a Typology. Public Management Review, 1-19.

Storper, M. (2013). Keys to the City: How Economics, Institutions, Social Interaction, and Politics Shape Development: Princeton University Press.

Vallance, S., Perkins, H. C., Bowring, J., & Dixon, J. E. (2012). Almost Invisible: Glimpsing the City and its Residents in the Urban Sustainability Discourse. Urban Studies, 49(8)