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This chapter compares programmes for urban housing regeneration in France and England, showing how ideological similarities reflected in policy ideas and programmes played out differently in significantly different contexts.

The chapter draws on results of several major research programmes, including in-depth extensive fieldwork in a number of cities and regions in France and England. Field research included participant observation in participatory planning events, interviews, home visits, guided walks in the districts, etc. These enabled a multi-site and multi-perspective understanding of urban housing renewal at different sites.

In both contexts, early promises for participation in housing renewal gave way to an imperative for demolition, justified on purely technical grounds that were not shared with participants. The linking of social mix and demolition for local ‘improvement’ also then appeared to be a contradiction between different policies that few residents could endorse, other than selected beneficiaries. Participation, social mix and demolition thus formed an unholy trinity in urban renewal policies.

Housing renewal requires much greater commitment to the experience of residents, to avoid exacerbating social problems rather than relieving them.

The chapter reflects on a wealth of in-depth research over more than a decade to consider the broader implications and outcomes of housing renewal programmes in two countries. It highlights the different balances of power in the two cases and the trajectories of respective urban social politics, including the overlaps between policy objectives and similarities in the government of housing renewal. It also highlights the determination and commitment among residents to the value of housing that is judged from the outside to be ‘poor’.

The chapter aims to discuss the social housing history and urban renewal experiences in Turkey while pointing out similarities to and variegations from the urban policy trends in the global north in the postwar era. To carry out these discussions, the chapter focuses on the Karapınar Project in Eskişehir.

The chapter is built on an anthropological case study and a self-funded video documentary research that includes insights from local inhabitants, projects’ authorities, urban experts, and planners in order to show contesting claims and views about the renewal, new housing conditions, and economic consequences.

The Karapınar Renewal Project is a Mass Housing Administration (TOKİ) project which claimed to be a ‘welfare oriented’, ‘renewal on-site’, ‘social housing project’ aiming to turn gecekondu – squatter settlements – into a healthy neighborhood. Yet, these claims fail to meet their promises and only appear to mask the actual rent-seeking motivations of the project.

The chapter shows that large economic profits of the authorities create a significant contrast with economic burdens and dispossessions of the poor residents. The locals’ fears about the payments and concerns about changing living conditions are in sharp contradiction with the welfare claims of the state institutions.

The Karapınar Project uses the concepts of ‘social housing’ and ‘welfare state’ which are normally associated with policies of social democratic ideology. Yet, when looking into the reality, it becomes clear that the Karapınar Project shifted the meanings of these concepts and utilized them to create a space for legitimacy.

This study analyzes emerging market (EM) firms’ entrepreneurial transformation process at both the cognitive and behavioral levels to facilitate successful international venturing. Specifically, the relationships among entrepreneurial orientation (EO), strategic renewal, and international venturing, the mediating role of strategic renewal, and the contingent roles of technological dynamism and competitiveness are examined. Cross-sectional survey data collected from 137 paired EM firms in China confirm our hypotheses. Results show that strategic renewal positively mediates the link from EO in the form of proactiveness, risk-taking, and innovativeness, to international venturing. Moreover, technological dynamism elevates the mediation effect of strategic renewal, whereas technological competitiveness diminishes the facilitating role of strategic renewal.

How do large well-established firms renew themselves in an increasing turbulent environment? Is there a generic pattern of change or is each change journey rather idiosyncratic? We posed five questions about the nature of renewal patterns. First, how do firms combine external versus internal initiatives in a trajectory of strategic renewal? Second, how does the balance of competence building and competence leveraging evolve in a trajectory of strategic renewal? Third, what are the sequences of action in a strategic renewal process? Fourth, do firms differ regarding speed of their renewal processes? Finally, do different strategic renewal trajectories give rise to different or similar outcomes? Using a simple framework and new metrics we described and analyzed the strategic renewal journeys of the five largest financial service firms in the Netherlands during the period 1990–1997. We found equifinality in viable trajectories of strategic renewal. In four out of five firms, they result in similar outcomes due to mimetic behavior. Nonetheless, one firm showed deviant strategic behavior.

Which courses of action and levers are used by companies in the quest for renewal? Do renewal initiatives create value for the company? Can successful renewal initiatives provide models for managers committed to change, enabling them to identify certain levers that can be exploited in their own drives for renewal? This paper aims at providing answers to these questions by describing different aspects (implementation and corporate value creation perspectives) of the renewal experience conducted in 1993 by a large French electrical engineering company, Spie-Trindel. In this company, a competence building process was identified and analyzed as a driving force behind renewal. Thanks to an analysis of different performance measures (return on investment, return on equity and stock market prices) of Spie-Trindel, the competence building process was studied as a transformational leverage and its impact on the resulting value creation of the company was put into light. Moreover, this paper provides a concrete and detailed description of a specific competence building process which led the company to both alter the hierarchy of competences (see “reordering mechanisms”) and institutionalize new competences (see “institutionalization and routinization mechanisms”) within its core competence portfolio.

Urban renewal through the regeneration and redevelopment of public housing estates has become a major policy initiative in most Australian state housing authorities since the mid-1990s. These policies have involved a mix of both physical renewal and community development in response to the problems that have emerged in the public housing sector over the past two decades. While the origins of these problems are well established and reflect the changes experienced by public housing sectors in other comparable countries (Hayward, 1996; Peel, 1995), the impact of policies to address these problems in the Australian context has attracted less attention in the academic literature (Arthurson, 1998; Randolph & Judd, 2000). While there is an emerging body of evaluation and research that has attempted to assess the outcomes of renewal programmes and policies, it can be argued that there is still a relatively poor level of general understanding of what aspects of renewal are effective or what outcomes have actually been achieved. At the same time, there has been little effective development of an exchange between researchers or evaluators on the effectiveness of the various evaluation methodologies – qualitative and quantitative – that have been used to assess renewal policies. This is particularly evident at the national level (Spiller Gibbin Swan, 2000).

Based on a case study of the Logan Renewal Initiative (LRI) in Queensland Australia, this chapter examines the competing aims bound up in programmes of urban renewal and the way different stakeholder groups advocate for one component of the programme while seeking to prevent another.

A qualitative case study approach is used based on interview and documentary material to elicit the competing views and opinions of local residents, state and local governments, housing providers and other stakeholders around a renewal programme.

It is found that there are two competing agendas bound up within the LRI, with gentrification at the heart of each. One focuses on the virtues of the social housing reform agenda, but sees gentrification as an unintended and undesirable outcome that needs to be carefully managed. The other is a place-improvement ambition that sees gentrification as an effective policy mechanism, but one that will be undermined by any increases in the stock of social and affordable housing.

The chapter emphasizes that programmes of renewal are rarely coherent policy tools, but are subject to change, contestation and negotiation as stakeholders compete to impose their own desired outcomes. In the case of the LRI, both outcomes will likely result in the marginalization of low-income groups unless their needs are placed at the forefront of its design.

The chapter engages critically with the widely held view that urban renewal is a means of gentrifying local neighbourhoods by showing how local conditions and circumstances render the relationship between renewal and gentrification far more complex that generally conceived.

Based on a case study of the pre-2020 Olympics renewal project in the city-center of Tokyo, this chapter examines the nature and impacts of urban renewal conducted by the Tokyo Metropolitan Government (TMG) in relation to social housing.

A qualitative case study approach is used based on interviews (with different stakeholders), and participant observation (at various local events or public assemblies) to analyze the impact of such urban renewal on social housing and its community.

The TMG has promoted urban renewal of city government-owned land in public-private partnerships by defending these projects as “win-win-win strategy among residents-business-city.” However, at the same time it has worsened the housing conditions of residents by causing their displacement or the deterioration of their housing environment.

The chapter shows us that the TMG’s justification for the urban renewal — would produce trickle-down effects and help the residents — doesn’t reflect what is really happening to the community. This will help us to have a better understanding of the reality and to critically discuss a more just urban and housing policy.

The chapter provides a complex insight on the “super-residualization” of social housing in Japan, characterized not only by the decrease in its number but also urban renewal providing business services and amenities for the middle and upper classes. This provides an interesting comparison with Western societies.

The purpose of this study is to investigate what type of knowledge enhances the frequency of strategic renewal for organizations operating in high velocity environments. It also investigates whether strategic renewal frequency is beneficial, rather than harmful in such environments.

The study followed a two-step data collection process involving pilot interviews and an on-site survey data collection procedure. The authors first conducted face-to-face pilot interviews with 16 fashion retailers lasting 30 min to 2 h. They then tested their hypotheses by using a sample of 152 South Korean fashion retailers, as the fashion industry is a prototypical high velocity environment.

Firms that have a higher rate of strategic renewal frequency outperform those with a lower one. Moreover, the frequency of strategic renewal mitigates the ill effects of lack of legitimacy not imbued by a franchisor’s backing. Finally, firms can increase the frequency of their strategic renewal efforts by accessing knowledge from their main customers more efficiently.

The results of this study provide a refined picture of the role of knowledge acquisition efficiency and strategic renewal frequency in the pursuit of competitive advantage in high velocity environments.