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Strategic superboards: improved network management processes for regeneration?

Strategic superboards: improved network management processes for regeneration? Purpose – Aims to present a critical discussion of two UK case studies through which a “third way” modernisation of regeneration policies has been identified as a world‐wide trend. Design/methodology/approach – Provides case studies that represent attempts at creating “strategic superboards”: the first, local strategic partnerships (LSPs) is a national programme and the second, the regeneration zones (RZs), is peculiar to a specific region in the UK. Network management theory is used to analyse how regeneration partnerships, as networked organisations, are managed. The focus is on the institutional design rules used to achieve decentralisation, balance and joining‐up. Findings – Although the findings show that the programmes' institutional design was potentially improved, the partnerships' achievements fell short of their objectives. It is concluded that a key factor in this failure is the continuing partial approach by central government in managing the networks. As a result these partnerships found it difficult to operate within the new institutional designs. Originality/value – Highlights that there has been an absence of attention to management in network situations by UK academics that is not shared by our UK and European counterparts. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Sector Management Emerald Publishing

Strategic superboards: improved network management processes for regeneration?

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Publisher
Emerald Publishing
Copyright
Copyright © 2005 Emerald Group Publishing Limited. All rights reserved.
ISSN
0951-3558
DOI
10.1108/09513550510584964
Publisher site
See Article on Publisher Site

Abstract

Purpose – Aims to present a critical discussion of two UK case studies through which a “third way” modernisation of regeneration policies has been identified as a world‐wide trend. Design/methodology/approach – Provides case studies that represent attempts at creating “strategic superboards”: the first, local strategic partnerships (LSPs) is a national programme and the second, the regeneration zones (RZs), is peculiar to a specific region in the UK. Network management theory is used to analyse how regeneration partnerships, as networked organisations, are managed. The focus is on the institutional design rules used to achieve decentralisation, balance and joining‐up. Findings – Although the findings show that the programmes' institutional design was potentially improved, the partnerships' achievements fell short of their objectives. It is concluded that a key factor in this failure is the continuing partial approach by central government in managing the networks. As a result these partnerships found it difficult to operate within the new institutional designs. Originality/value – Highlights that there has been an absence of attention to management in network situations by UK academics that is not shared by our UK and European counterparts.

Journal

International Journal of Public Sector Management – Emerald Publishing

Published: Mar 1, 2005

Keywords: Regeneration; Strategic management; Partnership; United Kingdom

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