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Dr J Gibney
Applications accepted all year round
Self-Funded PhD Students Only
About the Project
Aim:
To improve our understanding (theoretical and practical) of the role that leadership plays in knowledge creation, exploitation and spread in so-called ‘smart’ urban development.
Complex 21st-century urban spaces require re-thought leadership approaches to development that are less top-down, and that can more readily enable, exploit and spread the opportunities afforded by emergent change across urban economy and society.
It is increasingly suggested that in this ‘new’ urban development era, distributed forms of knowledge leadership are likely to be more pertinent and effective.
However, our understanding of new approaches to knowledge leadership in the urban context remains under-theorised – and its practice (whether it leads to ‘effective’ outcomes or otherwise ‘on the ground’) is largely under-researched.
This PhD project will allow the student to develop and explain a set of distinctive theoretical and practitioner insights around the role and contribution of leadership in smart urban development. These will suggest priorities and directions for future research on urban (knowledge) leadership; and will feed into the design and delivery of leadership development activities/curriculum for people working in a variety of (professional) urban development leadership roles.
The research will:
• Develop a more robust theorizing of leadership in the context of smart urban development;
• Assemble a more substantive body of empirical evidence by drawing on the ‘lived experience’ of actors engaged in leadership in a number of smart urban development cases; and by interpreting leadership experience in these settings;
• Develop an explanation of leadership ‘variety’ in differing smart urban development settings.
Some Example Research Questions
1. About smart urban development:
a. What is the nature of smart urban development?
b. Under what conditions is smart urban development occurring?
c. How (if at all) does leadership influence whether knowledge is being created, exploited and spread?
2. About leadership in smart urban development:
a. How is leadership being interpreted, experienced and enacted by different actors?
b. How does leadership differ in different (smart urban) contexts?
c. What constitutes ‘effective’ leadership in the context of achieving (smart) urban change and improvement?
---
To find out more about studying for a PhD at the University of Birmingham, including full details of the research undertaken in each school, the funding opportunities for each subject, and guidance on making your application, you can now order your copy of the new Doctoral Research Prospectus, at: www.birmingham.ac.uk/students/drp.aspx
To improve our understanding (theoretical and practical) of the role that leadership plays in knowledge creation, exploitation and spread in so-called ‘smart’ urban development.
Complex 21st-century urban spaces require re-thought leadership approaches to development that are less top-down, and that can more readily enable, exploit and spread the opportunities afforded by emergent change across urban economy and society.
It is increasingly suggested that in this ‘new’ urban development era, distributed forms of knowledge leadership are likely to be more pertinent and effective.
However, our understanding of new approaches to knowledge leadership in the urban context remains under-theorised – and its practice (whether it leads to ‘effective’ outcomes or otherwise ‘on the ground’) is largely under-researched.
This PhD project will allow the student to develop and explain a set of distinctive theoretical and practitioner insights around the role and contribution of leadership in smart urban development. These will suggest priorities and directions for future research on urban (knowledge) leadership; and will feed into the design and delivery of leadership development activities/curriculum for people working in a variety of (professional) urban development leadership roles.
The research will:
• Develop a more robust theorizing of leadership in the context of smart urban development;
• Assemble a more substantive body of empirical evidence by drawing on the ‘lived experience’ of actors engaged in leadership in a number of smart urban development cases; and by interpreting leadership experience in these settings;
• Develop an explanation of leadership ‘variety’ in differing smart urban development settings.
Some Example Research Questions
1. About smart urban development:
a. What is the nature of smart urban development?
b. Under what conditions is smart urban development occurring?
c. How (if at all) does leadership influence whether knowledge is being created, exploited and spread?
2. About leadership in smart urban development:
a. How is leadership being interpreted, experienced and enacted by different actors?
b. How does leadership differ in different (smart urban) contexts?
c. What constitutes ‘effective’ leadership in the context of achieving (smart) urban change and improvement?
---
To find out more about studying for a PhD at the University of Birmingham, including full details of the research undertaken in each school, the funding opportunities for each subject, and guidance on making your application, you can now order your copy of the new Doctoral Research Prospectus, at: www.birmingham.ac.uk/students/drp.aspx
Funding Notes
Please contact [Email Address Removed] for details regarding funding and the application procedure for the PhD programme in the Business School at the University of Birmingham.
References
Gibney, J. (2012) Leadership of Place and the Dynamics of Knowledge. In: Sotarauta, M., Horlings, I. and Liddle, J., eds. Leadership and Change in Sustainable Regional Development. Routledge: London.
Collinge, C., Gibney, J., Mabey, C., eds. (2010). Leadership and Place. A Special Issue of Policy Studies, 31 (4) pp. 365-522.
Collinge, C. and Gibney, J. (2010). Place-making and the Limitations of Spatial Leadership: the case of the Øresund Cross-border Region. In: Collinge, C., Gibney, J. and Mabey, C., eds. Leadership and Place. Policy Studies, 31 (4), 475-489.
Gibney, J., Copeland, S., Murie, A. (2009). Toward a ‘New’ Strategic Leadership of Place for the Knowledge-based Economy. Leadership, February. 5 (1), 5-23.
Collinge, C., Gibney, J., Mabey, C., eds. (2010). Leadership and Place. A Special Issue of Policy Studies, 31 (4) pp. 365-522.
Collinge, C. and Gibney, J. (2010). Place-making and the Limitations of Spatial Leadership: the case of the Øresund Cross-border Region. In: Collinge, C., Gibney, J. and Mabey, C., eds. Leadership and Place. Policy Studies, 31 (4), 475-489.
Gibney, J., Copeland, S., Murie, A. (2009). Toward a ‘New’ Strategic Leadership of Place for the Knowledge-based Economy. Leadership, February. 5 (1), 5-23.
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