 Institutional Renewal in American CitiesRoyce Hanson The ANNALS of the American Academy of Political and Social Science, 1986, vol. 488, issue 1, 100-119 Abstract: Urban institutions change slowly. Reform responds to crisis. Few cities are institutionally equipped to anticipate change or provide leadership for transition to a new economy. Command and control centers enjoy greater evidence of institutional renewal than subordinate centers. The principal conditions that advance institutional renewal in a city are economic and political autonomy, the presence of catalysts for change, intermediary organizations, and a civic culture that nurtures leadership and change. Any strategy for institutional renewal must recognize the importance of time, the need for an intelligence capacity that can understand urban systems and has the ability to reframe issues, and the value of importing as well as promoting homegrown leaders. The most difficult institutions to renew are those involving the political system. Parties and interest groups are ill-equipped to renew themselves or provide effective leadership in most cities. Broad institutional renewal requires entrepreneurs rather than caretakers. A strong independent sector is a key factor in institutional renewal strategy. Ultimately, institutional renewal concerns the revival of local self-government and the ability of cities to shape their own futures. Date: 1986 Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:sae:anname:v:488:y:1986:i:1:p:100-119 DOI: 10.1177/0002716286488001008 Access Statistics for this article More articles in The ANNALS of the American Academy of Political and Social Science |
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