Abstract
This paper analyses how local authorities address the challenges of prolonged austerity by making use of collaborative innovation, financed through bidding for instrumental technology-based projects. Based on two case study projects within a local authority in England, analysis shows how local authority managers change their role, from brokers before and during bidding, to institution-builders during implementation, and networkers when attempting to capture long-term value from the projects. The findings also highlight the limits of this approach, as the limited nature of the projects makes it difficult for local authorities to capture long-term value, especially if there is no follow-up funding.
| Original language | English |
|---|---|
| Pages (from-to) | 1405-1423 |
| Number of pages | 19 |
| Journal | Public Management Review |
| Volume | 26 |
| Issue number | 5 |
| Early online date | 5 Mar 2023 |
| DOIs | |
| Publication status | Published - 2024 |
Bibliographical note
© 2023 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group. This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons. org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.Funder
The work was supported by the European Spatial Planning Observation Network (ESPON)Keywords
- collaborative
- innovation
- local economic development
