MAKING WALES: SPATIAL STRATEGY MAKING IN A DEVOLVED CONTEXT

2008 ◽  
pp. 57-84
Keyword(s):  
Spatial Strategy ◽  
Strategy Making

Knowledge Flows, Spatial Strategy Making, and the Roles of Academics

10.1068/c0668 ◽  
2008 ◽  
Vol 26 (5) ◽  
pp. 861-881 ◽  
Author(s):  
Patsy Healey
Keyword(s):  
Urban Areas ◽  
Policy Formation ◽  
Knowledge Flows ◽  
Ethical Challenges ◽  
Institutional Dynamics ◽  
Spatial Strategy ◽  
Regional Dynamics ◽  
Institutional Contexts ◽  
The Uk ◽  
Strategy Making

I explore the contribution of academics to the activity of spatial strategy making for urban areas. I focus on how academics have been involved in such policy formation work, their contribution to the framing of key strategic concepts, the extent to which academic contributions have affected the understanding of urban and regional dynamics embodied in such frames, and the role of academics in legitimating the strategies produced. I use examples from cases from Italy, the Netherlands, and the UK to highlight the significance of the institutional contexts in which academics have been drawn into spatial strategy-making activity, and the different kinds of relationships which have developed. I conclude that more attention is needed to this issue, in the context of improving the knowledge ability of spatial strategy-making practices, encouraging more reflexivity among academics involved in such activity about the institutional dynamics and ethical challenges of such involvement, and promoting more attention among policy makers to how they use experts in different kinds of institutional context when undertaking spatial strategy-making work.

Large-scale wetland-restoration of the Ronde Venen, The Netherlands

1995 ◽  
Vol 31 (8) ◽  
pp. 197-205 ◽  
Author(s):  
L. L. Bijlmakers ◽  
E. O. A. M. de Swart
Keyword(s):  
Water Quality ◽  
Wetland Restoration ◽  
Pollution Control ◽  
Large Scale ◽  
Major Elements ◽  
Control Mechanisms ◽  
Important Criterion ◽  
Spatial Strategy ◽  
Hydrological Characteristics ◽  
Spatial Composition

For the area of the Ronde Venen a plan for large-scale wetland-restoration and improvement of the water quality was developed. Major elements of the developed spatial strategy are the optimal use of the specific hydrological and ecological characteristics of the area. Based on regional hydrological characteristics within the study area hydrological sub-units were distinguished by connecting discharge and recharge areas. In this way the intake of polluted surface water from outside the area could be minimized, with an optimal use of specific local differences in water quality. Two scenarios were developed and evaluated using hydrological, hydrochemical and ecological models. The scenarios differed in spatial composition and the way the water level was manipulated. In order to optimize water quality, natural and artificial pollution control mechanisms were implemented as well. An important criterion for the evaluation was the extent to which the scenarios succeeded in optimizing conditions for the realization of the ecological goals. The most promising and acceptable scenario has been worked out in further detail.

Eternal Today

2018 ◽  
Author(s):  
Jenni Myllykoski ◽  
Anniina Rantakari
Keyword(s):  
Real Time ◽  
Constitutive Relation ◽  
Human Agency ◽  
Fundamental Characteristic ◽  
Time Study ◽  
Software Company ◽  
Present Experience ◽  
Managerial Strategy ◽  
Over Time ◽  
Strategy Making

This chapter focuses on temporality in managerial strategy making. It adopts an ‘in-time’ view to examine strategy making as the fluidity of the present experience and draws on a longitudinal, real-time study in a small Finnish software company. It shows five manifestations of ‘in-time’ processuality in strategy making, and identifies a temporality paradox that arises from the engagement of managers with two contradictory times: constructed linear ‘over time’ and experienced, becoming ‘in time’. These findings lead to the re-evaluation of the nature of intention in strategy making, and the authors elaborate the constitutive relation between time as ‘the passage of nature’ and human agency. Consequently, they argue that temporality should not be treated merely as an objective background or a subjective managerial orientation, but as a fundamental characteristic of processuality that defines the dynamics of strategy making.

Preparing Organizations for Greater Turbulence

2021 ◽  
pp. 000812562110220
Author(s):  
Paul J. H. Schoemaker ◽  
George Day
Keyword(s):  
Leadership Team ◽  
Strong Commitment ◽  
Strategy Making

Vigilant organizations excel at seeing looming threats and embryonic opportunities sooner than rivals, which prepares them to act faster when needed. Four drivers distinguish vigilant from vulnerable organizations, which can be used to design a roadmap to improve organizational acuity and preparedness. The fulcrum of these changes rests with the leadership team by demonstrating a strong commitment to vigilance at all levels, and reinforcing this by making targeted investments in foresight capabilities. These strategic moves also need to be supported by corresponding changes in the strategy-making process and by ensuring accountability and coordination of vigilance activities throughout the enterprise.

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