2. 2
Markku Sotarauta
This talk is about…
• the place of leadership in regional innovation
journeys,
• processes of (institutional) change
But it is also about…
• a missing face and a prospective centre for
human spare parts
4. 4
Leadership studies in the
Markku Sotarauta
regional innovation
system context
• Three perspectives in mind
o the process perspective that informs a study on dynamism of
innovation systems and secures a temporally conscious
approach,
o network perspective that informs about the social
relationships of the actors in and beyond the regional
development world and
o governance perspective that informs about the wider
systemic issues framing and molding both the actual systems
and journeys as well as forms of leadership
5. 5
To put it simply
Markku Sotarauta
Leadership is about
creating a way for people to contribute to
make something different happen
and
about pooling the most relevant
resources, competences and powers
6. 6
Markku Sotarauta
Institutional and resource power
• Power to act and decide – direct power exercised by official actors
• Power to create institutions and formulate official strategies
• Power to direct resources
Interpretive power
• Power to create and reshape interpretations
• Power to affect development view (more or less detailed system of
beliefs and values)
Network power
• Power to influence interaction processes
(Sotarauta,
M.
2009.
Power
and
Influence
Tac9cs
in
the
Promo9on
of
Regional
Development:
An
Empirical
Analysis
of
the
Work
of
Finnish
Regional
Development
Officers.
Geoforum.
40:5.
pp.
895-‐905)
7. 7
Need a new jaw?
Markku Sotarauta
One size fits one!
8. 8
Need a new jaw?
Markku Sotarauta
One size fits one!
9. Reg dev Prof. Hovatta
organisations joins Regea Breakthrough 9
Markku Sotarauta
treatments
Endowed
(2006/2007)
Informal professorship
discussions (City of Tampere)
UTA professor discussions
TUT professor with all Regea
Situation now
relevant (2005)
Existing parties • Commercialization
expertise • Changing university
hospital routines
Research
Planning project • BioMediTech (UTA and
group TUT)
Excitement, Tissue
collective bank
Global
interpretation
expectations
(excl research
community) Leadership
Diminish No of UTA and
Business business Univ. hospital
plan
I - Seeds of change II – Collective III – Launch of IV – Institutionalization
(1997-2000) Interpretation activity (2008-)
(2001-2004) (2004-2007)
10. 10
Interpretive Markku
Sotarauta
Markku Sotarauta
1
power
0
Network Institutional &
power Seeds of change resource power
Process
Policy
knowledge
knowledge
Substance
knowledge
11. 11
Interpretive Markku
Sotarauta
Markku Sotarauta
1
power
1
Network Institutional &
power Collective resource power
Interpretation
Process
Policy
knowledge
knowledge
Substance
knowledge
12. 12
Interpretive Markku
Sotarauta
Markku Sotarauta
1
power
2
Network Institutional &
power resource power
Launch of activity
Process
Policy
knowledge
knowledge
Substance
knowledge
13. 13
Interpretive Markku
Sotarauta
Markku Sotarauta
1
power
3
Network Institutional &
power resource power
Institutionalization
Process
Policy
knowledge
knowledge
Substance
knowledge
14. 14
Markku Sotarauta
Conclusions
1. Leadership is a multi-scalar and multi-actor process
o Not a solo activity, no ‘heroic leadership’ - individuals do play a
role and take a lead
2. Leadership is a relay of power and knowledge in time
o Different actors surface in different phases of development
o Constellation of different skills, competencies, knowledge and
power
3. Leadership makes a difference
o It may be one of the factors that explains how and why some
localities are able to adapt to the complex and rapidly changing
social and economic circumstances of the modern world
o Lack of it may be one of the factors in failures
