Suchergebnisse

Public-private partnerships are a vehicle used a lot by governments all around the world. When it was introduced the idea relied a lot on economic reasoning in which contracts, monitoring and performance criteria were important to achieve results. But from the beginning PPP's were a hybrid idea because there were also assumptions about collaborations and synergy that fused the idea. In this chapter we explore the ideas behind PPP, the importance of collaboration to make PPP's work and we show, with recent research results, that PPP's actually need a mix of contracts and collaboration to work.

Public branding is a new governance strategy in the public sector. Local governments, for instance, use brands to attract target groups to the city, such companies, tourists, or citizens. But how do target groups actually value this governance strategy? This article zooms in on the purpose of branding, as perceived by companies as a target group in a branding campaign. Q methodology is used to study the subjective viewpoints of 33 company owners in a neighborhood in Rotterdam, the Netherlands, that was branded as the Rotterdam Makers District. The analysis reveals that company owners prefer a transparent branding process in which they are recognized as coproducers of the brand and can add their story to the brand message that is conveyed to target audiences. These findings add to the resonating call in the literature to make more use of governance theories in the field of branding.

AbstractPublic branding is a new governance strategy in the public sector.Local governments,for instance,use brands to attract target groups to the city,such companies,tourists,or citizens.But how do target groups actually value this governance strategy?This article zooms in on the purpose of branding,as perceived by companies as a target group in a branding campaign.Q methodology is used to study the subjective viewpoints of 33 company owners in a neighborhood in Rotterdam,the Netherlands,that was branded as the Rotterdam Makers District.The analysis reveals that company owners prefer a transparent branding process in which they are recognized as coproducers of the brand and can add their story to the brand message that is conveyed to target audiences.These findings add to the resonating call in the literature to make more use of governance theories in the field of branding.

Le marketing territorial est une technique de plus en plus utilisée par les gouvernements locaux pour améliorer l'image des villes et atteindre les objectifs stratégiques liés au développement économique et à l'aménagement du territoire. Le marketing territorial a désormais intégré les processus de gouvernance locale et régionale. Les détracteurs avancent que le marketing territorial est souvent appliqué de manière descendante, sans prendre en considération les citoyens. Le présent article s'appuie sur des données d'enquête et confirme de manière empirique ce reproche. Mais notre article fait apparaître, au moyen d'une étude de cas, que la participation des citoyens au branding territorial peut permettre d'améliorer la qualité de la marque et d'intégrer les émotions des citoyens dans les processus de gouvernance. Remarques à l'intention des praticiens L'influence des citoyens sur le marketing territorial est généralement faible. Cependant, lorsqu'on donne aux citoyens les moyens d'agir, le marketing territorial a davantage d'effet sur les plans d'aménagement et les autres politiques, si l'on en croit les répondants de cette étude. Le branding territorial peut se réaliser de manière interactive avec les citoyens, pour ensuite être appliqué de sorte à intégrer les émotions des citoyens dans les processus de gouvernance. Cela peut permettre d'enrichir et d'intégrer localement les processus de gouvernance et, ainsi, de prévenir la contestation des citoyens.

Place marketing is increasingly used by local governments to enhance the image of cities and achieve policy goals related to economic and spatial development. Place marketing has become part of local and regional governance processes. Critics have argued that place marketing is often applied in top-down ways that exclude citizens. Drawing on survey data this article empirically confirms this critique. But the article shows with a case study that citizen involvement in place branding can be used to enhance the quality of the brand and include citizens' emotions in governance processes. Points for practitioners The influence of citizens on place marketing is generally low. Nonetheless, when citizens are given influence the effects of place marketing on spatial plans and other policies increases, according to respondents of this study. Place branding can be carried out interactively with citizens, and then be applied to include citizens' emotions in governance processes. This may be used to enrich and locally embed governance processes, and prevent citizens' protest.

Place marketing is increasingly being used as a governance strategy for managing perceptions about regions, cities, and towns. What are the most important obstacles to implementing place marketing? Based on a survey of 274 public managers involved in place marketing in the Netherlands, this article analyzes the main obstacles as perceived by public managers. It also analyzes the effects of obstacles on perceived results of place marketing in terms of attracting target groups. A factor analysis of a variety of obstacles investigated in the survey shows three clearly demarcated obstacles: administrative obstacles within municipalities, obstacles in developing the substance of marketing campaigns, and political obstacles. Obstacles in developing the substance of the marketing campaigns have significant effects on the results of place marketing in terms of attracting stakeholders, whereas the two other obstacles have no significant influence.

The central idea of public private partnerships (PPPs) is that added value can be achieved from greater co‐operation between public and private actors. In general, the literature speaks of PPPs in which public and private actors develop a more or less sustainable co‐operation through which they realize products, services, or policies together, share risks, and develop an organizational form to arrange this. The assumption is that a higher degree of PPP leads to more and better outcomes because public and private actors combine their knowledge and resources. One can find a wide array of organizational forms in which this co‐operation is organized and the literature pays a great deal of attention to these forms. But is this organizational form really so important, or are the intensity and type of managerial strategies more important for the outcomes? Based on a large survey of individuals involved in Dutch environmental projects, we show that although the degree of PPP correlates positively with the outcomes of projects, this correlation disappears when we include in the analysis the number of managerial strategies employed. The organizational form does not have significant impact on outcomes and the conclusion we draw is that scholars and practitioners of public private partnerships should pay greater attention to the managerial efforts necessary to develop and implement PPPs.