Organisational change and knowledge management in urban regeneration planning

Research output: Contribution to journalJournal articleResearchpeer-review

Abstract

Place­‐based
urban
policy
interventions
have
added
new
and
innovative
solutions
to
increasingly
complex
and
intertwined
economic,
social,
and
physical
planning
problems
in
urban
locations.
Whereas
these
approaches
in
the
first
place
were
initiated
top-­‐down,
they
eventually
result
in
the
cultivation
and
production
of
new
local
knowledge
of
planning
needs
and
on-­‐site
experiences
with
implementation
of
planning.
Thereby,
new
knowledge
is
brought
into
the
open,
and
it
confronts
existing
local
government
planning
as
well
as
the
traditional
bureaucracy’s
division
of
labour
between
specialised
sections.
Thus,
long-­‐term,
sustainable
implementation
of
innovative
models
of
municipal
public
service
provision
is
paradoxically
often
hindered
by
organisational
inertia,
inflexibility
and
lack
of
organisational
dynamics
in
the
local
government
organisation
itself.
Theories
of
organisational
learning
and
knowledge
management
are
normally
used
to
analyse
potentialities
for
agile
organising
in
commercial
organisations
but,
as
shown
in
this
paper,
they
can
also
shed
new
light
on
the
challenges
confronting
local
government.
Original languageEnglish
JournalLandinspektoeren. Tidsskrift for kortlaegning og Arealforvaltning.
Volume46
Issue number1
Pages (from-to)114-126
ISSN0105-4570
Publication statusPublished - 2011

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organizational change
regeneration
planning

Keywords

  • Urban Planning
  • Organizational Learning
  • Complexity
  • Knowledge Management
  • Urban Regeneration

Cite this

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title = "Organisational change and knowledge management in urban regeneration planning",
abstract = "Place­‐based urban policy interventions have added new and innovative solutions to increasingly complex and intertwined economic, social, and physical planning problems in urban locations. Whereas these approaches in the first place were initiated top-­‐down, they eventually result in the cultivation and production of new local knowledge of planning needs and on-­‐site experiences with implementation of planning. Thereby, new knowledge is brought into the open, and it confronts existing local government planning as well as the traditional bureaucracy’s division of labour between specialised sections. Thus, long-­‐term, sustainable implementation of innovative models of municipal public service provision is paradoxically often hindered by organisational inertia, inflexibility and lack of organisational dynamics in the local government organisation itself. Theories of organisational learning and knowledge management are normally used to analyse potentialities for agile organising in commercial organisations but, as shown in this paper, they can also shed new light on the challenges confronting local government.",
keywords = "Urban Planning, Organizational Learning, Complexity, Knowledge Management, Urban Regeneration",
author = "Larsen, {Jacob Norvig} and Engberg, {Lars A.}",
year = "2011",
language = "English",
volume = "46",
pages = "114--126",
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issn = "1903-5454",
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}

Organisational change and knowledge management in urban regeneration planning. / Larsen, Jacob Norvig; Engberg, Lars A.

In: Landinspektoeren. Tidsskrift for kortlaegning og Arealforvaltning., Vol. 46, No. 1, 2011, p. 114-126.

Research output: Contribution to journalJournal articleResearchpeer-review

TY - JOUR

T1 - Organisational change and knowledge management in urban regeneration planning

AU - Larsen, Jacob Norvig

AU - Engberg, Lars A.

PY - 2011

Y1 - 2011

N2 - Place­‐based urban policy interventions have added new and innovative solutions to increasingly complex and intertwined economic, social, and physical planning problems in urban locations. Whereas these approaches in the first place were initiated top-­‐down, they eventually result in the cultivation and production of new local knowledge of planning needs and on-­‐site experiences with implementation of planning. Thereby, new knowledge is brought into the open, and it confronts existing local government planning as well as the traditional bureaucracy’s division of labour between specialised sections. Thus, long-­‐term, sustainable implementation of innovative models of municipal public service provision is paradoxically often hindered by organisational inertia, inflexibility and lack of organisational dynamics in the local government organisation itself. Theories of organisational learning and knowledge management are normally used to analyse potentialities for agile organising in commercial organisations but, as shown in this paper, they can also shed new light on the challenges confronting local government.

AB - Place­‐based urban policy interventions have added new and innovative solutions to increasingly complex and intertwined economic, social, and physical planning problems in urban locations. Whereas these approaches in the first place were initiated top-­‐down, they eventually result in the cultivation and production of new local knowledge of planning needs and on-­‐site experiences with implementation of planning. Thereby, new knowledge is brought into the open, and it confronts existing local government planning as well as the traditional bureaucracy’s division of labour between specialised sections. Thus, long-­‐term, sustainable implementation of innovative models of municipal public service provision is paradoxically often hindered by organisational inertia, inflexibility and lack of organisational dynamics in the local government organisation itself. Theories of organisational learning and knowledge management are normally used to analyse potentialities for agile organising in commercial organisations but, as shown in this paper, they can also shed new light on the challenges confronting local government.

KW - Urban Planning

KW - Organizational Learning

KW - Complexity

KW - Knowledge Management

KW - Urban Regeneration

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VL - 46

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EP - 126

JO - Landinspektoeren

JF - Landinspektoeren

SN - 1903-5454

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