Would regional planning accelerate economic growth?

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# Submitted by JOHN WARNER (not verified) on Tue, 05/06/2008 - 19:21.

These are extracts from my Master's thesis "Leadership for Regional Economic Development" on leadership and strategic planning summary. It was was published by University of South Australia 2004.

The analysis of the data in the thesis identified and discussed the following nine important dimensions to effective leadership: vision and a shared vision; empowerment; partnerships; networks and strategic alliances; collaboration; values; charisma; communication and trust; and teamwork. A consistently emerging aspect from all participants was the perceived importance of community involvement in regional economic development. Whilst some respondents and participants found it difficult to define ‘leadership in the context of regional economic development’, the need for leaders and for collaboration between leaders existed as two of the key ingredients for success. Respondents and participants also highlighted the importance of our civic and community leaders to be working cooperatively towards a shared vision in conjunction with other stakeholders in the regional economic development process.

The key to strategic planning process is the leadership team and the elected and board members with their professional staff and senior management team in refining development opportunities through rigorous assessment, so that they are consistent with the long-term vision of both the Council and Regional Economic Development Board. It has to be well grounded, well coordinated, and the Report stresses well integrated collection of available resources and opportunities in the community and/or region. The Report outlines the process before any new firm is supported, training program implemented, or community infrastructure improved, justification for support is to clear to all organizations and groups in the zone, region and/or community. It believes such planning efforts allow outside firms or government agencies to easily see the advantages of a zone, region and/or community for a particular initiative, and resources allocated. In addition, strategic planning for regional economic development must be flexible, with success and failures contributing to an evolving vision and revised goals. The Report states that the unchanging development plans are outdated that with the constant flux of global trade, new technologies, and resource restructuring, the challenge for the New Regional Economic Development is to harness innovation and change in a way, which supports community viability. Stimson, et al (2002: Chapter 1: 10) argue that the more recently, strategic planning has promoted collaborative advantage where firms and regions are encouraged to collaborate in competition for strategic advantage.








		

		

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			Submitted by John Warner (not verified) on Tue, 09/16/2008 - 01:05.		

		
The proposed study will focus on what constitutes leadership and entrepreneurship for regional economic development in each of three regional cities in South Australia. The research underpinning the thesis will investigate and analyse themes and patterns of local economic development policy adoption and also considers the role leadership and entrepreneurship plays in the chamber of commerce and industry, local government and regional economic development boards.  


The study is pertinent and relevant with the amount of economic activity in each of three regional cities created by the expansion in the mining industry in the Upper North and Spencer Gulf Region in South Australia. It will examine leadership and entrepreneurship concepts and theories in the context of small and medium-sized organizations. At times the confusion caused by the similarities and differences between the terms entrepreneurship and leadership it was felt to be important to overall management and leadership strategy in local government, a regional economic development board and the chamber of commerce and industry.


The key aims of this study are to assess the importance, while examining the characteristics and dimensions of leadership and entrepreneurship and the best ways to promote regional economic development. The focus of the research centres on two main issues that is the relationship between local economic development, entrepreneurship and leadership, and how local economic development policy is formed and modified.


This study will contribute to the debate on entrepreneurship and leadership being similar notions and therefore having conceptual overlaps, but will also explore the conceptual differences. Leadership tends to be more associated with conceptual building blocks that relate to people (e.g. communication and social skills). Entrepreneurship on the other hand tends to be associated with the personal search for independence and identification of market opportunities.


Note: If any person/individual/organisation would like to share resources, ideas or suggestions please email me on jm7200@bigpond.com. I will be starting the Doctor of Philosophy Program nexzt year hopefully at the University of South Australia Whyalla Campus.