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Economic Globalisation > Lecture 6 - Creativity Fix > Flashcards

Lecture 6 - Creativity Fix Flashcards

1
Q

Paddison quote

A

“It is in those places in which economic restructuring is the more pressing task— areas which have sustained substantial erosion of their inherited economic base— that the repositioning of place becomes the more urgent”

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2
Q

Who states: “It is in those places in which economic restructuring is the more pressing task— areas which have sustained substantial erosion of their inherited economic base— that the repositioning of place becomes the more urgent”

A

Paddison, 1999

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3
Q

Driving forces of/for urban re-positioning

A
  • Reduced fiscal support from national governments following crisis of Fordism-­‐ Keynesianism
  • Landscapes and communities destabilised by factories relocating or shutting down
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4
Q

What is deindustrialisation

A

When industries move away

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5
Q

Fiscal issues of populations leaving a place

A

Councils collect less money

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6
Q

What do governments often do in a fiscal deficit

A

Cut spending

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7
Q

Where was there a negative multiplier effect

A

Detroit

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8
Q

What happened in Detroit

A

Negative multiplier effect

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9
Q

Recession in Detroit

A

Recession after the 2008 financial crisis- they went bankrupt

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10
Q

How many people left Detroit

A

200,000-300,000

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11
Q

What did the amount of people leaving Detroit result in

A

A negative multiplier effect

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12
Q

What was impacted in Detroit

A

Property prices

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13
Q

What has happened to cities after industrialisation

A
  • Governments now act like businesses and generate ‘profits’
  • Cities have become more entrepreneurial as a result of industrialisation because they want to recreate themselves and maintain the old standards of living
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14
Q

What is managerialism

A

Local governments provided social services and implement national policies…

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15
Q

What is entrepreneurialism

A

Local governments behave more like business agents in a bid to expand the local tax base and jumpstart economic rejuvenation

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16
Q

What is destination branding

A

Cities become more aware of themselves

Investors are attracted

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17
Q

Example of successful destination branding

A

Amsterdam

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18
Q

Three aspects of ‘entrepreneurialism’

A

From ‘government’ to ‘governance’
Speculative in execution & design
Multi‐scalar rather than territorially-confined

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19
Q

Approach of the government

A

Territorial, concerned with only administrative borders. Primary approach is rational planning & provision of social services, desired outcome is socioeconomic stability

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20
Q

Governance

A

Public collaborations with private actors (e.g. big-­‐box supermarkets, advertising agencies, profession training institutes) who may not be based within the same administrative borders

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21
Q

What is the desired out come of governance

A

Profits for businesses

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22
Q

What do local governments assume

A
  • Greater financial risks in attempt to ‘stand out’
  • Take on short-­‐termist outlooks
  • No guarantees of success
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23
Q

What was desirable after WW2

A

Approaches based on rationality - everything kept under control under the state (as long as they follow a particular protocol)

24
Q

What kind of development do we now have

A

Governance development – local governments (the public institutions e.g. councils) are expected to be in collaborations with private actors – form partnerships to drive the economy forward (local governments acting more like entrepreneurs)

25
Q

When do urban governance ‘jump scale’

A

When they connect with transnational firms, markets and/or governments

26
Q

Why having a ‘brand’ is important

A
  • Familiarity
  • Increase visitor numbers
  • Investments
  • Consumption
27
Q

What can be used to generate returns

A

Branding - creates concrete financial returns

28
Q

Advertisement in London

A

London – main primary city of UK yet still runs advertisement campaigns
Increased visitors = increased profits = increased investments (e.g. hotels, infrastructure)

29
Q

Harvey quote

A

‘How many successful convention centres, sports stadia, disney-­‐worlds, harbour places and spectacular shopping malls can there be?’

30
Q

Who stated ‘How many successful convention centres, sports stadia, disney-­‐worlds, harbour places and spectacular shopping malls can there be?’

A

Harvey 1989

31
Q

Economic implications as cities compete

A
  • Increased uncertainty as more cities seek to outdo one another
  • Enabled and now sustained by short-­‐ term contract jobs
  • Local government’s investments vulnerable to economic ‘shocks’
32
Q

What is zero-tolerance policing

A

Punishing even the slightest misconduct (e.g. drinking in public, dropping litter, even loitering)

33
Q

What is the policy of punishing even the slightest misconduct (e.g. drinking in public, dropping litter, even loitering)

A

Zero-tolerance policing

34
Q

What is the aim of zero-tolerance policing

A

‘Crime’ prevention? Or social behavioural engineering?

35
Q

When is there a higher chance of success in zero-tolerance policing

A

When there is more talent and more technology and tolerance

36
Q

What did Richard Florida come up with

A

The ‘creative class’ and ‘creative cities’ thesis

37
Q

Who came up with the ‘creative class’ and ‘creative cities’ thesis

A

Richard Florida

38
Q

What drives growth in the ‘new economy’ according to Richard Florida

A

The 3 Ts:
Technology
Talent
Tolerance

39
Q

What is tolerance within the 3 Ts

A

Lower barriers between social groups (e.g. race, sexuality) e.g. San Francisco

40
Q

What is the ranking system that Richard Florida set up

A

Lleague tables of cities that are considered to be creative and forward moving

41
Q

What are hard strategies

A

Building theatres, coffeeshops, gyms, and enhancing inner-­‐city infrastructure - making the inner city more desirable

42
Q

Logic behind hard strategies

A

‘Creatives’ don’t like suburbs, enjoy being flexible & enjoy being fit

43
Q

What are SoW strategies

A
  • Cultural events like music or movie festivals

- Info-­‐sharing opportunities for networking (e.g. working conferences, product fairs, etc.)

44
Q

Logic behind SoW strategies

A

‘Creatives’ need regular stimulation, & these come from places that are ‘happening’

45
Q

What is adopted within cities by policy makers throughout the world

A

The idea of ‘creativity’

46
Q

Critique of ‘creativity’ to develop cities

A
  • Broad - lacks individualism
  • No guarantee of being successful
  • Emphasis on the already privileged people (limited jobs are classed as creative)
47
Q

Why is it an issue that limited jobs are classed as creative

A

Will lose sight of other job sectors

48
Q

How ‘creativity’ cuts across other developments

A

Perpetuates uneven development as ‘winner’ cities move ahead & draw in more ‘creatives’, while smaller competitors try with little results to show

49
Q

2014 creative map - examples

A

Brighton - video + film, music

Cardiff - fashion

50
Q

How investors use creativity

A

Investors want to go to places that we well known for doing certain things

51
Q

Places not included in creativity index

A

Cities that perform well economically need not rank high on the ‘creativity index’

52
Q

Is creativity positively correlated to GDP growth - example

A

NY - creativity index of 0.937 and in the top 10 areas of GDP growth

53
Q

What is venture capital

A

Venture capital (VC) is a type of private equity, a form of financing that is provided by firms or funds to small, early-stage, emerging firms that are deemed to have high growth potential, or which have demonstrated high growth (in terms of number of employees, annual revenue, or both).

54
Q

Link between creativity and growth

A

Venture capital deals – not fully correlated; some cities have correlation e.g. San Francisco
Cities can have huge growth but not be creative

55
Q

Why is the ‘creative cities’ thesis still so widely‐adopted?

A

No alternative

56
Q

How is there a loophole in the creative cities thesis

A

Cities still try imitating others (potential reward is great)

Economic Globalisation (10 decks)

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