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Social competitiveness

[ Summary ]

 

Chapter 2:
Analysing an area’s social competitiveness

 


In order to analyse an area’s social competitiveness, it is necessary to take into account four of the eight components of the “territorial capital” presented in Part 1 ( “Territorial competitiveness”).

These components are:

  • human resources, including individuals, collective players and their relationships and project promoters;

  • the culture and identity of the area, in particular the ties forged as a result of certain values shared among players in the area;

  • governance [1], especially relationships of interest, affinity or rejection, power management structures, tensions and conflict between players and the ability for cooperation and concerted action, both between the public and private sectors and among public institutions themselves;

  • implicit/explicit know-how and skills: this means not only the knowledge amassed through social and democratic management but also the ability to capitalise on it and acquire further knowledge.

The way in which the above four components of an area’s capital evolve varies from one area to another and, in order to weigh up the losses and gains of each component, it can be useful to consider developments over time, in line with the methodology proposed in Part 1.

In this Part it is proposed to analyse the present, link together the various elements of the diagnosis, examine interactions and, if appropriate, to highlight a number of imbalances.

 


[1] ”Governance” is a concept that has
emerged alongside globalisation. The term refers
to any form of democratic management at the
different levels. As a result of weaker state
control and decentralisation, alternative forms
of governance are appearing alongside the systems
of government set up by democratically elected
governments and local authorities. This involves,
in particular, all forms of expression and democratic
participation by civil society, including the
training of new collective players.



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