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Organisational and Technological Change and the Future Role of the Central Business District: an Australian Example

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  • David W. Edgington

    (Dept. of Geography, Monash University, Victoria, Australia)

Abstract

A critical re-examination of traditional urban theory concerning central area office and retail activities suggests that an appreciation of dynamic organisational and technological processes may be missing from the planner's insights into causes of change in the Central Business District. This paper reviews some Australian evidence concerning organisational and technological change, and shows that these processes are already impinging upon the Central Business District of Melbourne, Australia. A more general conclusion emerges, which is that rather than focus upon issues such as urban rent and accessibility of central areas, analysis should now pay greater attention to understanding those processes operating within the Central Business District which originate from the dynamics of larger environments.

Suggested Citation

  • David W. Edgington, 1982. "Organisational and Technological Change and the Future Role of the Central Business District: an Australian Example," Urban Studies, Urban Studies Journal Limited, vol. 19(3), pages 281-292, August.
    • Handle: RePEc:sae:urbstu:v:19:y:1982:i:3:p:281-292
    DOI: 10.1080/00420988220080511
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    References listed on IDEAS

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    1. J. M. Samuels, 1965. "Size and The Growth of Firms," The Review of Economic Studies, Review of Economic Studies Ltd, vol. 32(2), pages 105-112.
    2. John F. McDonald, 1975. "Some Causes of the Decline of Central Business District Retail Sales in Detroit," Urban Studies, Urban Studies Journal Limited, vol. 12(2), pages 229-233, June.
    3. William Alonso, 1960. "A Theory Of The Urban Land Market," Papers in Regional Science, Wiley Blackwell, vol. 6(1), pages 149-157, January.
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