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Relational knowledge leadership and local economic development

Author

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  • Lummina Horlings
  • Chris Collinge
  • John Gibney

Abstract

This paper concerns the role of spatial leadership in the development of the knowledge-based economy. It is argued within academic and practitioner circles that leadership of knowledge networks requires a particular non-hierarchical style that is required to establish an ambience conducive to networking and knowledge sharing across boundaries. In this paper, we explore this hypothesis at both theoretical and empirical levels. Theoretically, we propose a conceptualization of relational knowledge leadership, which is ‘nomadic’ in its capacity to travel across multiple scales and cross sectoral, thematic and geographical boundaries. We have operationalized this type of relational knowledge leadership along four key features, derived from literatures on regional learning, organizational leadership and place leadership. Two empirical case studies are then presented, one from Birmingham in the UK and one from Eindhoven in the Netherlands, exploring how these features are expressed on the sub-national level. Also conclusions are drawn regarding the status of relational knowledge leadership. It is argued that the concept of relational knowledge leadership as viewed through our analytical lens does accord with the experience of leadership in the two cases presented. The cases also show that this style of leadership is confronted with three types of tensions that play through knowledge networking. Furthermore, it is argued that the cases exhibit this style of leadership to different degrees, reflecting their different cultural and political contexts.

Suggested Citation

  • Lummina Horlings & Chris Collinge & John Gibney, 2017. "Relational knowledge leadership and local economic development," Local Economy, London South Bank University, vol. 32(2), pages 95-109, March.
    • Handle: RePEc:sae:loceco:v:32:y:2017:i:2:p:95-109
    DOI: 10.1177/0269094217693555
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    References listed on IDEAS

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    1. Ash Amin & Patrick Cohendet, 2004. "Architectures of knowledge : Firms, capabilities, and communities," Post-Print hal-00279605, HAL.
    2. Georg von Krogh & Ikujiro Nonaka & Lise Rechsteiner, 2012. "Leadership in Organizational Knowledge Creation: A Review and Framework," Journal of Management Studies, Wiley Blackwell, vol. 49(1), pages 240-277, January.
    3. Jean Hartley & Maria Allison, 2002. "Good, Better, Best? Inter-organizational learning in a network of local authorities," Public Management Review, Taylor & Francis Journals, vol. 4(1), pages 101-118, January.
    4. Jean Hartley & John Benington, 2006. "Copy and Paste, or Graft and Transplant? Knowledge Sharing Through Inter-Organizational Networks," Public Money & Management, Taylor & Francis Journals, vol. 26(2), pages 101-108, April.
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    Cited by:

    1. LG Horlings & D Roep & W Wellbrock, 2018. "The role of leadership in place-based development and building institutional arrangements," Local Economy, London South Bank University, vol. 33(3), pages 245-268, May.
    2. Mark Sandford, 2019. "Money talks: The finances of English Combined Authorities," Local Economy, London South Bank University, vol. 34(2), pages 106-122, March.
    3. Mark Sandford, 2020. "Conceptualising ‘generative power’: Evidence from the city-regions of England," Urban Studies, Urban Studies Journal Limited, vol. 57(10), pages 2098-2114, August.
    4. Oliveira, Eduardo & Hersperger, Anna M., 2018. "Governance arrangements, funding mechanisms and power configurations in current practices of strategic spatial plan implementation," Land Use Policy, Elsevier, vol. 76(C), pages 623-633.

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