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Article
Publication date: 8 November 2022

Chloe Steadman and Steve Millington

As a core element of the marketing mix, place is of central concern within marketing. Yet existing literature typically presents accounts of research about rather than with…

Abstract

Purpose

As a core element of the marketing mix, place is of central concern within marketing. Yet existing literature typically presents accounts of research about rather than with places. The purpose of this paper, therefore, is to argue that engaged scholarship can help academics, practitioners, policymakers and communities to work collaboratively to solve place-based “wicked problems”. Specifically, this paper focuses on high street revitalisation, a challenge frustrating policymakers and communities since the 1980s.

Design/methodology/approach

This paper draws on a mixed-method research project conducted with place-based stakeholders in Manchester, the UK, to discuss the benefits and challenges arising through an engaged scholarship approach.

Findings

The authors outline several benefits to engaged scholarship, including forming tailored solutions to place-based problems, engendering trust and ongoing research partnerships and generating real-world impact beyond the academy. However, the authors also draw attention to the challenges including political sensitivities within places, additional layers of scrutiny and challenges to dissemination arising through partnership working with organisations external to the university.

Originality/value

Whereas a range of techniques have been used to research places within marketing, engaged scholarship is lacking. This paper, therefore, provides first-hand insights into the benefits and challenges that the authors experienced using the approach. This is of significance because of the rising importance of generating real-world impact within the academy, which the authors feel requires more institutional support. This paper also suggests Van de Ven’s diamond model of engaged scholarship extends to encompass issues of research governance.

Details

Qualitative Market Research: An International Journal, vol. 25 no. 5
Type: Research Article
ISSN: 1352-2752

Keywords

Article
Publication date: 22 September 2022

Viriya Taecharungroj and Steve Millington

The purpose of this paper is to compare and contrast amenity mixes of innovation districts worldwide and to identify the types of amenities in the districts.

Abstract

Purpose

The purpose of this paper is to compare and contrast amenity mixes of innovation districts worldwide and to identify the types of amenities in the districts.

Design/methodology/approach

Urban amenity data were collected from Google Maps as 31,236 points of interest (POIs) in 24 innovation districts. The data were compared and categorised based on the density and diversity of amenity mixes using correspondence analysis. An overall amenity space of the 24 innovation districts was created using correlation and social network analyses.

Findings

This study found that innovation districts have broad ranges of diversity and density. Five groups were identified by correspondence analysis, including retail, foodie, balanced, emerging and health-care districts. The amenity space of innovation districts created using correlation and social network analyses categorised amenities into four broad types – necessary, anchor, vibrant and contextual amenities – based on eigenvector centrality scores and density.

Practical implications

To improve their innovation districts, managers are encouraged to create a foundation of innovations with anchor amenities, to ensure the “live-work-play” environment with necessary amenities, to foster buzz and vibes with vibrant amenities and to strengthen the identity and authenticity with contextual amenities.

Originality/value

Despite some understanding, no previous research has thoroughly analysed the amenities available in innovation districts. This study is the first to comprehensively explore the amenities in innovation districts using data from Google Maps. Place managers can use the method introduced in this research to analyse innovation districts and other kinds of places.

Details

Journal of Place Management and Development, vol. 16 no. 1
Type: Research Article
ISSN: 1753-8335

Keywords

Open Access
Article
Publication date: 9 October 2017

Steve Millington and Nikos Ntounis

Drawing on evidence from ten towns (across England, Wales and Northern Ireland) participating in the High Street UK 2020 (HSUK2020) project, the purpose of this paper is to reveal…

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Abstract

Purpose

Drawing on evidence from ten towns (across England, Wales and Northern Ireland) participating in the High Street UK 2020 (HSUK2020) project, the purpose of this paper is to reveal how local stakeholders involved in place management respond to high street decline through a strategy of repositioning.

Design/methodology/approach

This paper identifies the challenges faced by the towns considering repositioning, and highlights examples of good practice of relevance to the practitioners. First, it outlines the perspectives on repositioning from the academic research and theory, before drawing on evidence from across ten UK towns that participated in the HSUK2020 project, to reveal how repositioning involves more than just taking a snapshot profile of a place.

Findings

The research revealed major challenges faced by local stakeholders in clearly identifying and communicating their market position, in particular, the maintenance of up-to-date information on catchments was lacking at all the locations. Despite having local knowledge and some data, stakeholders still did not possess a clear (or shared) understanding of the identity or function of their towns. This evidence reflects the complexity of analysing and understanding repositioning and developing coherent strategies.

Practical implications

Knowledge exchange between stakeholders involved in place management can help inform the identification of new strategic objectives, appropriate interventions and project planning and delivery. Where resources are limited, particularly in smaller towns and settlements, the research demonstrates the significance of collecting and sharing data and analysis with other stakeholders, because this can generate positive outcomes for all.

Originality value

By offering empirical evidence based on the experience of local practitioners, this paper provides valuable insight into how town centre stakeholders collect, interpret and analyse data, revealing the challenges, opportunities and practicalities involved in developing and implementing repositioning strategies.

Details

Journal of Place Management and Development, vol. 10 no. 4
Type: Research Article
ISSN: 1753-8335

Keywords

Open Access
Article
Publication date: 9 October 2017

Cathy Parker, Nikos Ntounis, Steve Millington, Simon Quin and Fernando Rey Castillo-Villar

The purpose of this paper is to document the results and the impact of the ESRC-funded High Street UK 2020 (HSUK2020), a project designed to take the existing academic knowledge…

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Abstract

Purpose

The purpose of this paper is to document the results and the impact of the ESRC-funded High Street UK 2020 (HSUK2020), a project designed to take the existing academic knowledge relating to retail and high street change directly to UK High Streets, to improve local decision-making and, ultimately, their vitality and viability.

Design/methodology/approach

Through a systematic literature review, and by following the tenets of engaged scholarship, the authors identified 201 factors that influence the vitality and viability of town centres. Through the consensus-building Delphi technique, a panel of 20 retail experts identified the top 25 priorities for action.

Findings

Taking a place management approach led to the development of a more strategic framework for regeneration, which consisted of repositioning, reinventing, rebranding and restructuring strategies (4R’s of regeneration). Collaboration with the project towns resulted in identification of the strategy area that would add the most value, and the impact of the 4R’s and the top 25 priorities is demonstrated via numerous town examples.

Originality/value

Knowledge exchange projects, such as High Street UK2020, have an important contribution to make, not by developing even more theory that is unlikely to get utilised, instead their contribution is to bring existing theory into practical use.

Details

Journal of Place Management and Development, vol. 10 no. 4
Type: Research Article
ISSN: 1753-8335

Keywords

Article
Publication date: 10 October 2016

Ares Kalandides, Steve Millington, Cathy Parker and Simon Quin

This paper aims to reflect upon a recent study trip to Berlin to offer some conclusions about similarities and differences in approaches to place management.

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Abstract

Purpose

This paper aims to reflect upon a recent study trip to Berlin to offer some conclusions about similarities and differences in approaches to place management.

Design/methodology/approach

The authors start with a short overview of the visits made to City West (a shopping district), Bikini Berlin (a shopping centre), Visit Berlin (a destination management organisation), Leopoldplatz (a public square), Brunnenstrasse and Bayerischer Platz Quartier (both neighbourhoods), Markthalle IX (a covered market) and Prinzessinnengarten (an urban garden) before identifying some key lessons learnt.

Findings

The eight visits made as part of the study trip offered a brief but diverse insight into how different areas and functions of the city were managed, maintained, developed and promoted. Key lessons learnt and identified in the paper are as follows. Place management, as a practice, consists of people with passion working in partnership within the context of a place “patch”. Place management is practiced somewhere, and that somewhere has its own political, legal, economic, technological and social environment. People learn more about places in places. Place management is more akin to gardening than architecture.

Research limitations/implications

The conclusions drawn in this paper are based, predominantly, upon the observations of the study trip facilitators, along with some comments and feedback from the delegates.

Practical implications

Place managers can and should learn from each other. Other places and people can be a source of inspiration – not necessarily providing a readily transferable solution (as the legal or political environments may not be conducive to carbon-copy interventions) – but offering alternative perspectives and approaches which can then be contextualised and adapted locally.

Social implications

Enlarging the pool of information and evidence from which practitioners can draw from when solving place problems can ultimately lead to places that are more successful, liveable and equitable.

Originality/value

Many place managers are volunteers or may not have access to a professional development budget. The authors hope that this paper can help to share the reflections of one study tour with a much wider audience.

Details

Journal of Place Management and Development, vol. 9 no. 3
Type: Research Article
ISSN: 1753-8335

Keywords

Open Access
Article
Publication date: 9 October 2017

Ojay McDonald and Kim Cassidy

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Abstract

Details

Journal of Place Management and Development, vol. 10 no. 4
Type: Research Article
ISSN: 1753-8335

Abstract

Details

Qualitative Market Research: An International Journal, vol. 25 no. 5
Type: Research Article
ISSN: 1352-2752

Content available
Article
Publication date: 10 October 2016

Dominic Medway and Cathy Parker

696

Abstract

Details

Journal of Place Management and Development, vol. 9 no. 3
Type: Research Article
ISSN: 1753-8335

Article
Publication date: 8 September 2021

Wasuthon Wisuchat and Viriya Taecharungroj

This paper aims to identify and to compare workplace location attributes that appealed to Generation Y and Z talent.

Abstract

Purpose

This paper aims to identify and to compare workplace location attributes that appealed to Generation Y and Z talent.

Design/methodology/approach

Semi-structured interviews were conducted with 12 participants to identify workplace location attributes. Choice-based conjoint surveys were collected from 750 Generation Y and Z individuals in the talent pool of Bangkok, Thailand to compare the importance of attributes.

Findings

The most important workplace location attribute was the availability and diversity of restaurants followed by place appearance, traffic density, availability of public workspaces, public transport and after-work activities. Transport-related attributes were more important for older generations, whereas public workspaces and place appearance were more important for younger talent.

Practical implications

To attract talent, the Bangkok Metropolitan Administration (BMA) should address the weaknesses of potential workplace locations through efficient, low-cost and rapid development plans. Although Bangkok is known for street food, BMA policies that promote restaurants as the most important attribute are limited. The BMA should initiate plans to promote the availability and diversity of restaurants. Innovation districts in Bangkok should connect to restaurants and food networks in their vicinity.

Originality/value

The existing literature explored factors that attract talent at the city level, but no study has investigated attractiveness at the workplace location level. Despite some similarities, workplace location attributes identified in this study were more specific than city-level attributes.

Details

Journal of Place Management and Development, vol. 15 no. 3
Type: Research Article
ISSN: 1753-8335

Keywords

Article
Publication date: 1 January 1985

Steve Linstead

In this article I attempt a re‐conceptualisation of the process of organisational induction, borrowing concepts from discourse analysis, and Lévi‐Strauss's structuralism in…

Abstract

In this article I attempt a re‐conceptualisation of the process of organisational induction, borrowing concepts from discourse analysis, and Lévi‐Strauss's structuralism in particular. It is argued that previous treatments of induction have concentrated on the means by which “culture” is transmitted, and to a much lesser degree on how it is received. What is required is a treatment which recognises the creativity involved in both producing an organisational image and in interpreting it — that “culture” is created both by organisational authors and readers, inductors and inductees, managers and workers.

Details

Personnel Review, vol. 14 no. 1
Type: Research Article
ISSN: 0048-3486

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