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Effective Strategy Implementation: Why Partnership Interconnectivity Matters

Author

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  • Nancy Holman

    (Department of Geography and Environment, London School of Economics and Political Science, Houghton Street, London WC2A 2AE, England)

Abstract

Planners and city officials are increasingly being encouraged to create and make use of a variety of partnerships designed to tackle ‘wicked issues’ in their localities. However, many of these partnerships are by nature ephemeral, lasting only as long as their funding exists or until their particular work package is completed. A great deal of attention is paid to the internal functioning of these partnerships, but rather less is paid to the structural elements involved in how these partnerships are mapped onto existing governing structures. This creates a problem where the knowledge generated by these partnerships may also be seen as ephemeral, adding to partnership fatigue and cynicism amongst stakeholders. By linking network structure and collaborative capacity, I explore the depth of penetration and longevity of the knowledge created in such local partnerships.

Suggested Citation

  • Nancy Holman, 2013. "Effective Strategy Implementation: Why Partnership Interconnectivity Matters," Environment and Planning C, , vol. 31(1), pages 82-101, February.
    • Handle: RePEc:sae:envirc:v:31:y:2013:i:1:p:82-101
    DOI: 10.1068/c11155r
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    References listed on IDEAS

    as
    1. Nancy Holman, 2008. "Community Participation: Using Social Network Analysis to Improve Developmental Benefits," Environment and Planning C, , vol. 26(3), pages 525-543, June.
    2. Alex Burfitt & Stewart Macneill & John Gibney, 2007. "The Dilemmas of Operationalizing Cluster Policy: The Medical Technology Cluster in the West Midlands," European Planning Studies, Taylor & Francis Journals, vol. 15(9), pages 1273-1290, October.
    3. Markku Sotarauta & Riina Pulkkinen, 2011. "Institutional Entrepreneurship for Knowledge Regions: In Search of a Fresh Set of Questions for Regional Innovation Studies," Environment and Planning C, , vol. 29(1), pages 96-112, February.
    4. Brian Pusser & Sheila Slaughter & Scott L. Thomas, 2006. "Playing the Board Game: An Empirical Analysis of University Trustee and Corporate Board Interlocks," The Journal of Higher Education, Taylor & Francis Journals, vol. 77(5), pages 747-775, September.
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    Cited by:

    1. Steven Ney & Marco Verweij, 2015. "Messy institutions for wicked problems: How to generate clumsy solutions?," Environment and Planning C, , vol. 33(6), pages 1679-1696, December.
    2. Edward Yates & Ian Clark & William Rossiter, 2021. "Local economic governance strategies in the UK’s post-industrial cities and the challenges of improving local work and employment conditions," Local Economy, London South Bank University, vol. 36(2), pages 115-132, March.
    3. Linda Christie & Kenneth Gibb, 2015. "A collaborative approach to event-led regeneration: The governance of legacy from the 2014 Commonwealth Games," Local Economy, London South Bank University, vol. 30(8), pages 871-887, December.
    4. Vanesa Castán Broto & Domingos Augusto Macucule & Emily Boyd & Jonathan Ensor & Charlotte Allen, 2015. "Building Collaborative Partnerships for Climate Change Action in Maputo, Mozambique," Environment and Planning A, , vol. 47(3), pages 571-587, March.

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