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https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

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There is increasing interest in the question of how different stakeholders develop,  implement and lead regional upgrading processes with the concept of place  leadership emerging as one response to this. Simultaneously, universities face  growing expectations that they will contribute to regional development processes  – often through their collaborative relationships with other regional stakeholders.  But universities are complex in terms of their internal and institutional  structures, which undermines their capacities to enact coherent place leadership  roles. We seek to understand how strategic leadership in universities can  contribute to innovation and regional development in the context of the  fundamental institutional complexity of universities. We address this through a  qualitative, explorative case study comparing six European regions where  universities have sincerely attempted to deliver place leadership roles. We  identify that the elements of agency and alignment are vital in that: firstly,  university leadership has to align with regional coalitions on the one hand and  internal structures on the other hand, and secondly, this leadership must give  individuals agency in their regional engagement activities.

Universities and Place Leadership: a question of agency and alignment