Making sense of variety in place leadership: the case of England’s smart cities

REFERENCES

• Allwinkle, S., & Cruickshank, P. (2011). Creating smart-er cities: An overview. Journal of Urban Technology, 18(2), 1–16. doi:10.1080/10630732.2011.601103
   Web of Science ®Google Scholar
• Atkinson, R. (2000). Narratives of policy: The construction of urban problems and regeneration policy in the official discourse of British government 1968–1998. Critical Social Policy, 20(2), 211–232. doi:10.1177/026101830002000202
   Google Scholar
• Barca, F. (2009). An agenda for a reformed cohesion policy: A place-based approach to meeting European Union challenges and expectations. Brussels: European Commission.
   Google Scholar
• Barley, S., & Kunda, G. (1992). Design and devotion: Surges of rational and normative ideologies of control in managerial discourse. Administrative Science Quarterly, 37(3), 363–399. doi:10.2307/2393449
   Web of Science ®Google Scholar
• Beer, A., & Clower, T. (2013). Mobilizing leadership in cities and regions. Regional Studies, Regional Science, 1, 1–16. doi:10.1080/21681376.2013.869428
   Google Scholar
• Bolden, R., Petrov, G., & Gosling, J. (2009). Distributed leadership in higher education: Rhetoric and reality. Educational Management Administration and Leadership, 37, 257–77. doi:10.1177/1741143208100301
   Web of Science ®Google Scholar
• Burfitt, A., & Ferrari, E. (2007). The housing and neighbourhood impacts of knowledge-based economic development following industrial closure. Policy Studies, 29(3), 293–304. doi: 10.1080/01442870802159954
   Google Scholar
• Carrillo, F. J., Yigitcanlar, T., Garcia, B., & Lönnqvist, A. (2014). Knowledge and the city: Concepts, applications and trends of knowledge-based urban development. Abingdon: Routledge.
   Google Scholar
• Clarke, M., & Butcher, D. (2009). Political leadership, bureaucracies and business schools: A comfortable union? Management Learning, 40, 587–607. doi:10.1177/1350507609340808
   Web of Science ®Google Scholar
• Clarke, J., & Newman, J. (1997). The managerial state: Power, politics and ideology in the remaking of social welfare. London: Sage.
   Google Scholar
• Collinge, C., & Gibney, J. (2010). Connecting place, policy and leadership. Policy Studies, 31(4), 379–391. doi:10.1080/01442871003723259
   Web of Science ®Google Scholar
• Collinge, C., Gibney, J., & Mabey, C. (2010). Leadership and place. Policy Studies, 31(4), 367–378. doi: 10.1080/01442871003723242
   Web of Science ®Google Scholar
• Cooke, P., & Leydesdorff, L. (2006). Regional development in the knowledge-based economy: The construction of advantage. Journal of Technology Transfer, 31, 5–15.
   Google Scholar
• Davoudi, S. (2012). The legacy of positivism and the emergence of interpretive tradition in spatial planning. Regional Studies, 46(4), 429–441.
   Google Scholar
• DuGay, P. (2000). In praise of bureaucracy. London: Sage.
   Google Scholar
• European Union. (2014). Mapping smart cities in the EU. European Parliament Directorate-General for Internal Policies, Policy Department A (Economic and Scientific Policy). PE 507.480. Retrieved from http://www.europarl.europa.eu/studies/.
   Google Scholar
• Fischer, F., & Forrester, J. (Eds.). (1993). The argumentative turn in policy analysis and planning. Durham: Duke University Press.
   Google Scholar
• Gerhardt, U. (1994). The use of Weberian ideal-type methodology in qualitative data interpretation: An outline for ideal-type analysis. Bulletin de Methodologie Sociologique, 45, 74–126. doi: 10.1177/075910639404500105
   Google Scholar
• Gibney, J. (2012). Leadership of place and the dynamics of knowledge. In Sotarauta, M., Horlings, I., & Liddle, J. (Eds.), Leadership and change in sustainable regional development. London: Routledge.
   Google Scholar
• Gibney, J., Copeland, S., & Murie, A. (2009). Toward a ‘new’ strategic leadership of place for the knowledge-based economy. Leadership, 5(1), 5–23. doi:10.1177/1742715008098307
   Google Scholar
• Gilbert, M. (2010). Theorizing digital and urban inequalities. Information, Communication and Society, 13(7), 1000–1018. doi:10.1080/1369118X.2010.499954
   Web of Science ®Google Scholar
• Grint, K. (2005). Leadership: Limits and possibilities. Basingstoke: Palgrave Macmillan.
   Google Scholar
• Grint, K. (2010). Placing leadership. Policy Studies, 31(4), 365–366. doi: 10.1080/01442871003723226
   Web of Science ®Google Scholar
• Hambleton, R., & Howard, J. (2013). Place-based leadership and public service innovation. Local Government Studies, 39(1), 47–70. doi:10.1080/03003930.2012.693076
   Web of Science ®Google Scholar
• Healy, P. (2010). Making better places: The planning project in the twenty first century. Basingstoke: Palgrave Macmillan.
   Google Scholar
• Hollands, R. G. (2008). Will the real smart city please stand up? City, 12(3), 303–320. doi:10.1080/13604810802479126
   Google Scholar
• Howells, J. (2002). Tacit knowledge, innovation and economic geography. Urban Studies, 39(5), 871–884. doi:10.1080/00420980220128354
   Web of Science ®Google Scholar
• IBM Institute for Business Value. (2010). Smarter cities for smarter growth: How cities can optimize their systems for the talent-based economy. Somers: IBM Global Business Services (Government).
   Google Scholar
• Jacques, E. (1990). In praise of hierarchy. Harvard Business Review, 68(1), 137–143.
   Google Scholar
• Kempster, S., Jackson, B., & Conroy, M. (2011). Leadership as purpose: Exploring the role of purpose in leadership practice. Leadership, 7, 317–334. doi:10.1177/1742715011407384
   Web of Science ®Google Scholar
• Knorr-Cetina, K. (1999). Epistemic cultures: How the sciences make knowledge. Cambridge, MA: Harvard University Press.
   Google Scholar
• Krogh, G., Nonaka, I., & Rechsteiner, L. (2012). Leadership in organisational knowledge creation: A review and framework. Journal of Management Studies, 49(1), 240–277. doi:10.1111/j.1467-6486.2010.00978.x
   Web of Science ®Google Scholar
• Liddle, J. (2010). Twenty first century public leadership within complex governance systems: Some reflections. Policy and Politics, 38(4), 657–63.
   Web of Science ®Google Scholar
• Mabey, C. (2013). Leadership development in organizations: Multiple discourses and diverse practice. International Journal of Management Reviews, 15(4), 359–469.
   Web of Science ®Google Scholar
• Mabey, C., & Freeman, T. (2010). Reflections on leadership and place. Policy Studies, 31(4), 505–522. doi:10.1080/01442871003723465
   Web of Science ®Google Scholar
• MacIntyre, A. (1985). After virtue, 2nd Edn. London: Duckworth.
   Google Scholar
• March, H., & Ribera-Fumaz, R. (2014). Smart contradictions: The politics of making Barcelona a self-sufficient city. European Urban and Regional Studies, 1–15. doi:10.1177/0969776414554488
   Web of Science ®Google Scholar
• Massey, D. (2005). For space. London: Sage.
   Google Scholar
• Menu, S. (2012). The role of cluster policy on leadership; Evidence from two Pôles de compétitivité. Environment and Planning C, 30, 816–834. doi:10.1068/c1190
   Web of Science ®Google Scholar
• Nonaka, I., & Takeuchi, H. (2011). The wise leader. Harvard Business Review, 89(5), 58–67.
   PubMed Web of Science ®Google Scholar
• Orlikowski, W. (2002). Knowing in practice: Enacting a collective capability in distributed organizing. Organization Science, 13, 249–273. doi:10.1287/orsc.13.3.249.2776
   Web of Science ®Google Scholar
• Penrose, E. (1959). The theory of the growth of the firm. Oxford: Oxford University Press.
   Google Scholar
• Ponzini, D., & Rossi, U. (2010). Becoming a creative city: The entrepreneurial mayor, network politics and the promise of an urban renaissance. Urban Studies, 47(5), 1037–1057. doi:10.1177/0042098009353073
   Web of Science ®Google Scholar
• Riley, T., & Hawe, P. (2009). A typology of practice narratives during the implementation of a preventive, community intervention trial. Implementation Science, 4, 80. doi:10.1186/1748-5908-4-80
   PubMed Web of Science ®Google Scholar
• Sandfort, J., & Bloomberg, L. (2012). InCommons: Supporting community-based leadership. Community Development, 43(1), 12–30. doi: 10.1080/15575330.2011.645045
   Google Scholar
• Santos, F., & Eisenhardt, K. (2005). Organisational boundaries and theories of organisation. Organisation Science, 16(5), 491–508. doi:10.1287/orsc.1050.0152
   Web of Science ®Google Scholar
• Shelton, T., Zook, M., & Wiig, A. (2015). The ‘actually existing smart city’. Cambridge Journal of Regions, Economy and Society, 8, 13–25. doi: 10.1093/cjres/rsu026
   Web of Science ®Google Scholar
• Sotarauta, M. (2014). Reflections on ‘Mobilizing leadership in cities and regions’. Regional Studies, Regional Science, 1(1), 28–31. doi:10.1080/21681376.2013.869431
   Google Scholar
• Sotarauta, M. (2016). Leadership and the city: Power, strategy and networks in the making of knowledge cities. Abingdon: Routledge.
   Google Scholar
• Sotarauta, M., Horlings, I., & Liddle, J. (Eds.). (2012). Leadership and change in sustainable regional development. Abingdon: Routledge.
   Google Scholar
• Sydow, J., Lerch, F., Huxham, C., & Hibbert, P. (2011). A silent cry for leadership: Organizing for leading (in) clusters. Leadership Quarterly, 22(2), 328–343. doi:10.1016/j.leaqua.2011.02.008
   Web of Science ®Google Scholar
• Uhl Bein, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. Leadership Quarterly, 18, 298–318. doi:10.1016/j.leaqua.2007.04.002
   Web of Science ®Google Scholar
• Vanolo, A. (2014). Smartmentality: The smart city as disciplinary strategy. Urban Studies, 51(5), 883–898. doi:10.1177/0042098013494427
   Web of Science ®Google Scholar
• Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks: Sage.
   Google Scholar
• Western, S. (2013). Leadership: A critical text (2nd Ed.). London: Sage.
   Google Scholar