PRACE
NAUKOWE
Uniwersytetu Ekonomicznego we Wrocławiu
RESEARCH
PAPERS
of Wrocław University of Economics
Nr 394
Local and Regional Economy
in Theory and Practice
edited by
Elżbieta Sobczak
Beata Bal-Domańska
Andrzej Raszkowski
Publishing House of Wrocław University of Economics
Wrocław 2015
Copy-editing: Marcin Orszulak
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ISSN 1899-3192
e-ISSN 2392-0041
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Contents
Preface ..............................................................................................................
Dariusz Głuszczuk: Regional e-Platform of Proinnovative Online Loans –
A model approach .......................................................................................
Lech Jańczuk: The perennial inancial forecasting as a tool for predicting
performance-based budgeting .....................................................................
Małgorzata Karczewska: The gross expenditures on R&D and the economic
growth level in the EU countries ................................................................
Bożena Kuchmacz: Man as a source of local social capital ............................
Alina Kulczyk-Dynowska: The spatial and inancial aspects of a protected
area as exempliied by the Roztocze National Park....................................
Liliia Lavriv: Strategic approaches to the management of regional development in Ukraine: Current state and conceptual areas of improvement .......
Joanna Ligenzowska: The impact of innovation on the development of the
Małopolska Region .....................................................................................
Magdalena Łyszkiewicz: The regional differentiation of inancial autonomy
of Polish communes ....................................................................................
Grygorii Monastyrskyi, Yaroslav Fedenchuk: Modernization of regional
policy of Ukraine in European integration conditions ................................
Artur Lipieta, Barbara Pawełek: Comparative analysis of Polish NUTS 2
level regions in terms of their use of EU grants in 2007–2013 ..................
Dariusz Perło: Clusters and smart specializations...........................................
Dorota Perło: The soft model of the regional labor market situation of the
youth ...........................................................................................................
Katarzyna Peter-Bombik, Agnieszka Szczudlińska-Kanoś: Young people
on the labor market as a challenge for social policy in selected Polish
voivodeships ...............................................................................................
Jan Polski: Gordian knots of the regional development in Eastern Poland.....
Andrzej Raszkowski: The strategy of local development as a component of
creative human capital development process .............................................
Elżbieta Sobczak: Specialization and competitiveness of workforce changes
in the sectors grouped according to R&D activities intensity in European
Union countries ..........................................................................................
Jacek Sołtys: Typology of low developed non-metropolitan sub-regions in
the European Union ....................................................................................
Edward Stawasz: Determinants of knowledge transfer processes in a region
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81
91
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109
118
127
135
144
153
166
6
Contents
Andrzej Sztando: Workshops as a method of social consultations in the
process of local strategic planning .............................................................. 175
Maciej Turała: Equalization of territorial units’ incomes – A case study of
Poland .................................................................................................... 187
Alla Vasina: Development of infrastructure as an important factor of regions’
economy structuring ................................................................................... 196
Streszczenia
Dariusz Głuszczuk: Regionalna e-Platforma Proinnowacyjnych Pożyczek
Internetowych – ujęcie modelowe ..............................................................
Lech Jańczuk: Wieloletnie planowanie inansowe jako narzędzie predykcji
budżetu zadaniowego..................................................................................
Małgorzata Karczewska: Nakłady na badania i rozwój a poziom rozwoju
gospodarczego w Unii Europejskiej ...........................................................
Bożena Kuchmacz: Człowiek jako źródło lokalnego kapitału społecznego ...
Alina Kulczyk-Dynowska: Przestrzenne i inansowe aspekty funkcjonowania obszaru chronionego na przykładzie Roztoczańskiego Parku
Narodowego ........................................................................................
Liliia Lavriv: Podejścia strategiczne w zarządzaniu rozwojem regionalnym
na Ukrainie: Stan obecny i koncepcja doskonalenia ..................................
Joanna Ligenzowska: Wpływ innowacji na rozwój regionu Małopolski .......
Magdalena Łyszkiewicz: Regionalne zróżnicowanie samodzielności inansowej polskich gmin ...................................................................................
Grygorii Monastyrskyi, Yaroslav Fedenchuk: Modernizacja polityki regionalnej Ukrainy w warunkach integracji europejskiej ............................
Artur Lipieta, Barbara Pawełek: Analiza porównawcza polskich regionów szczebla NUTS 2 ze względu na wykorzystanie funduszy unijnych
w latach 2007–2013 ....................................................................................
Dariusz Perło: Klastry a inteligentne specjalizacje .........................................
Dorota Perło: Model miękki sytuacji osób młodych na regionalnym rynku
pracy .......................................................................................................
Katarzyna Peter-Bombik, Agnieszka Szczudlińska-Kanoś: Młodzi ludzie na rynku pracy jako wyzwanie dla polityki społecznej wybranych
polskich województw .................................................................................
Jan Polski: Węzły gordyjskie rozwoju regionalnego w Polsce Wschodniej ...
Andrzej Raszkowski: Strategia rozwoju lokalnego jako element procesu
kształtowania kreatywnego kapitału ludzkiego ..........................................
Elżbieta Sobczak: Specjalizacja i konkurencyjność zmian zatrudnienia
w sektorach wyodrębnionych według intensywności nakładów na B+R
w państwach Unii Europejskiej ..................................................................
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135
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Contents
Jacek Sołtys: Typologia nisko rozwiniętych niemetropolitalnych podregionów Unii Europejskiej ................................................................................
Edward Stawasz: Determinanty procesów transferu wiedzy w regionie ........
Andrzej Sztando: Warsztaty jako metoda konsultacji społecznych w procesie lokalnego planowania strategicznego....................................................
Maciej Turała: Równoważenie dochodów jednostek terytorialnych –
studium przypadku Polski ..........................................................................
Alla Vasina: Rozwój infrastruktury jako ważny czynnik strukturyzacji
gospodarek regionalnych ............................................................................
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PRACE NAUKOWE UNIWERSYTETU EKONOMICZNEGO WE WROCŁAWIU
RESEARCH PAPERS OF WROCŁAW UNIVERSITY OF ECONOMICS
nr 394 • 2015
Local and Regional Economy in Theory and Practice
ISSN 1899-3192
e-ISSN 2392-0041
Andrzej Raszkowski
Wrocław University of Economics
e-mail: andrzej.raszkowski@ue.wroc.pl
THE STRATEGY OF LOCAL DEVELOPMENT
AS A COMPONENT OF CREATIVE HUMAN
CAPITAL DEVELOPMENT PROCESS
STRATEGIA ROZWOJU LOKALNEGO JAKO
ELEMENT PROCESU KSZTAŁTOWANIA
KREATYWNEGO KAPITAŁU LUDZKIEGO
DOI: 10.15611/pn.2015.394.15
Summary: The presented study discusses problems related to a local development strategy in
terms of creative human capital development. The analysis and critical review of the subject
literature, supported by experience in economic and local government practice, were used
in the course of conducted research. The core of the study consists in tabular presentation
of local development strategy exemplary components in the areas where creative human
capital is developed. The paper elaborates on a diagnosis of socioeconomic situation, SWOT/
TWOS analysis, sector structural analysis, PEST analysis, the tree of municipal problems,
the analysis of key trends occurring in the environment, mission and vision, development
scenarios, the tree of strategic goals, the concept of municipality promotion, the measures
for strategic goals implementation, as well as monitoring and evaluating processes. Within
the framework of the key conclusions, it can be stated that the strategy of local development
constitutes both a useful tool and an element of creative human capital strengthening and
developing in a municipality.
Keywords: creative human capital, local development strategy, municipality, creativity,
social consensus, local development.
Streszczenie: W niniejszym opracowaniu poruszone zostały zagadnienia związane ze strategią rozwoju lokalnego w odniesieniu do kształtowania kreatywnego kapitału ludzkiego.
Wykorzystaną metodą badań naukowych była analiza i krytyka literatury przedmiotu, wsparta
doświadczeniem w zakresie działań na rzecz praktyki gospodarczej i samorządowej. Rdzeń
opracowania stanowi tabelaryczne zestawienie przykładowych elementów strategii rozwoju
lokalnego, w obszarze których kształtowany jest kreatywny kapitał ludzki. Wyszczególniono diagnozę sytuacji społeczno-ekonomicznej, analizę SWOT/TOWS, analizę strukturalną
sektora, analizę PEST, drzewa problemów gminy, analizę kluczowych trendów w otoczeniu,
określenie misji i wizji, projekcję scenariuszy rozwojowych, drzewo celów strategicznych,
koncepcję promocji gminy, mierniki realizacji celów strategicznych, proces monitoringu
Andrzej Raszkowski
136
i ewaluacji. W ramach ogólnych wniosków można przyjąć, że strategia rozwoju lokalnego
może stanowić użyteczne narzędzie, element wzmacniania i kształtowania kreatywnego kapitału ludzkiego w gminie.
Słowa kluczowe: kreatywny kapitał ludzki, strategia rozwoju lokalnego, gmina, kreatywność, konsensus społeczny, rozwój lokalny.
Human creativity is the ultimate
economic resource
Richard Florida
1. Introduction
Local development represents a complex process occurring in a specific and developed
space and is made up of numerous factors and determinants. A local development
strategy stands for one of the types of strategic studies, dedicated mainly to territorial
government units. Nowadays, when the competition between local government units
is highly intensified, the role played by such a strategy is absolutely crucial. Such
unit development, in the years to come, depends on its strategy substantive value,
identified development goals and their implementation efficiency. For the purposes
of the hereby study, a certain simplification was accepted, i.e. a local development
strategy is understood as a development strategy adopted for a given municipality.
Among the selected determinants responsible for the increasing importance of
creativity and creative human capital the following can be listed:
• the dissemination of 3T concept (technology, talent, tolerance) [Florida et al.
2011], according to which creativity, as opposed to classical production factors,
represents an unlimited resource, which is subject to ongoing improvement and
renewal. Each human being is observed in this perspective as a potentially creative
entity. It is assumed that in the end human knowledge, skills or aspirations are
responsible for making a particular place attractive and also construct its cultural,
market, social and political potential [Anholt 2007];
• the growing role of culture based creativity which results, to an increasing extent,
in generating economic and social values [European Commission 2009], and
thus stimulating socioeconomic development. It is determined by manifesting
creativity through human sensitivity influenced by, e.g. imagination, intuition or
memories. In this particular context creativity becomes the privileged expression
of existence, undertaken activities, values, ethics, ingenuity or constructiveness;
• the promotion and support (e.g. motivation systems, training cycles, extended
delegation of entitlements) for creative approaches and attitudes upgrades the
quality of human capital which is of particular importance in the context of local
government units’ functioning (municipalities, districts, regions).
Creativity can support processes stimulating new ideas, paths of development
based on an original, abundant in innovation way of thinking; it represents a peculiar
The strategy of local development as a component…
137
unifying agent connecting the world of science, business and art, which results in socioeconomic development and opens it to new horizons constituting a reaction to changes
occurring in the surrounding reality. Creative individuals, artists, researchers and
scientists frequently co-create products and services featuring innovation, uniqueness,
original design or consumer oriented solutions. They enrich products and services
by incorporating a distinctive emotional aspect which allows making them more
competitive in the times characterized by departing from the classical promotion of
functional advantages to the benefit of meeting human dreams, aspirations or needs,
resulting from a desire to become distinguished in a particular social group and to
feel a very special addressee of a market offer [Raszkowski 2014a].
The objective of the hereby study is to present selected, favorable aspects of local
development strategy impacts on the process of creative human capital development.
Moreover, the division of strategies into particular, exemplary elements included in
its creation and implementation phase has also been provided.
2. Theoretical aspects of local development
and creative human capital
Human capital, frequently observed as one of the crucial development factors,
is capable of transferring creativity into a different existential level at which
it is transformed into creative capital [Oort, Raspe 2007]. Science, art and public
activity can be listed among the most popular areas associated with creativity.
In this understanding, creativity is recognized as approaching problems in a non-standard, experimental, original, unconventional way, capable of identifying new
trends, offering certain, seemingly unavailable, solutions and imposing a different
perspective for viewing particular situations and therefore a flexible one.
The fundamental difference between the classically conceived human capital and
the creative one should be expressed in the level of innovation, talent and the openness
of mind to new solutions implemented by local communities. In a municipality creative
human capital is manifested by solving local problems in a productive and non-standard
way, by promoting and supporting pro-innovative attitudes, an ability to observe the
surrounding world and to implement external solutions which result in municipal
development.
Local development e.g. can be approached as the process of transformations
occurring in a particular social and territorial system characterized by the specific
spatial, economic and cultural characteristics as well as the local needs’ preferences
and the hierarchy of values. Nowadays local or regional development should be
based on taking advantage of new forms of economic activity resulting from the
creative processes. It is determined by meeting the following premises [Karlsson,
Johansson 2006]:
• environment conducive for new experiences, experiments;
• universal composition of existing knowledge and competencies;
Andrzej Raszkowski
138
diversified and relatively easily accessible sources of science, business and
culture financing;
• opportunities for spontaneous and informal interpersonal contacts between local
space users and representatives of other units in order to trigger the ingrained
creativity;
• decentralized, rather than centralized, approach to social and economic
environment;
• the belief that meeting developmental needs requires extending both resources
and action capacity at the disposal;
• local organizations presenting a flexible approach to developmental problems
and non-standard solutions.
One of the major premises underlying creative human capital significance in the
process of local development is an assumption that talented and creative personalities
who use their knowledge, skills, ingenuity and competencies are decisive in developing
competitive advantages of local space. In the discussed context a local development
strategy plays the role of a signpost of development and simultaneously constitutes
a useful tool for enhancing creativity in local communities.
•
3. The shaping and development of creative human capital
Table 1 presents selected elements and stages of the development and implementation
of a local development strategy, including the characteristics of accompanying
processes, which have an impact on creative human capital development in
a municipality. One can assume that the presented strategy stages constitute a standard
list, whereas their number and substantive depth can change depending which
Table 1. The shaping and development of creative human capital in particular phases of local
development strategy creation and implementation
Exemplary stages of local
development strategy
creation and implementation
1
The diagnosis of socioeconomic situation
Factors, processes exerting impact on creative capital
2
The complex diagnosis of socioeconomic situation in a municipality
represents a fundamental and practically indispensable component
of all local development strategies. It analyzes the current situation,
refers to the past and to the future. At this stage, creativity and
productive approach can be mainly manifested by the individuals
responsible for document development. This most often refers
to external experts and local government representatives in
a municipality. Studies are based on the desk research method, even
though they can be supported by survey studies. At this point, both
adequate analysis and recommendations based on the obtained data
require creativity.
The strategy of local development as a component…
1
SWOT/TOWS analysis
139
2
The discussed analysis represents one of the most popular tools
applied in strategic management as the component of the majority of
strategies referring not only to local government units. The analysis
potential, in the context of creative human capital development,
is quite significant. This particular tool is most often used along
with multistage strategic workshops in the course of which the
representatives of all social groups in a municipality are offered an
opportunity to express their opinions, doubts and creative ideas. This
instigates a substantive, frequently emotional, discussion stimulating
the creative potential presented by meeting participants.
Sector structural analysis
The presented analysis, developed by M. Porter, was initially applied
(Porter’s five forces analysis) in diagnosing business competitive environment in an economic
sector and market segment. Currently it can be effectively used in
the process of local government units’ strategy development. The
potential for enhancing social creativity is, in this case, based on
analyzing the rivalry power of particular municipalities in a region
(district, voivodeship), threats resulting from new launches (e.g.
other municipalities take over our functions), threats resulting
from substitutes (e.g. other municipalities offer alternative forms
of spending free time), bargaining power of suppliers (e.g. potential
investors), bargaining power of customers (e.g. addressees of public
services). The analysis of all the above-mentioned determinants
requires both extensive creativity and flexible approach.
PEST analysis
The analysis is mainly used to examine an organization macro-environment, including a municipality. It represents an interesting
and substantively enriching component of a local development
strategy. Municipal environment is analyzed in a political, economic,
social and technological perspective. Creativity, to a similar extent as
in the case of sector structural analysis, is manifested by an adequate
selection of factors presenting the highest impact power, or can exert
an extensive impact in the future. This is essentially an expert type
of method based on knowledge, therefore creative and innovative
approach of strategy authors decide about its efficiency and accuracy.
Problem trees
A problem tree represents a subsequent, apart from SWOT analysis,
supportive tool aimed at diagnosing the crucial developmental
problems which, in this case, refer to a territorial unit. The tool
itself originates from Project Cycle Management methodology,
well known from e.g. the process of applying for co-financing
projects from the European Union means. A problem tree is used
to analyze difficulties, bottlenecks in municipal development and
major obstacles which have to be overcome. If the key problem
is identified, the reasons and results it generates are analyzed.
The construction of municipal problem trees results in obtaining
favorable conditions for stimulating creativity since it is developed
based on in-depth strategic workshops and a moderated discussion.
Moreover, it often identifies important problems the existence of
which is not noticed on a daily basis.
Andrzej Raszkowski
140
Table 1, cd.
1
The analysis of key trends
and tendencies in the
environment
2
The process of key trends analysis and tendencies present in the
environment represents a crucial component of local development
strategy for at least two reasons. On the one hand, an accurate
diagnosis of trends allows for the identification of effective strategic
goals as an adequate response to changes in an immediate and
more distant environment of a municipality and on the other, the
above-mentioned diagnosis requires creative attitudes, anticipating
the approaching processes, as well as an adequate knowledge level
and experience. The discussed factors correlate directly with the
development of creative human capital.
The definition of mission and Defining both mission and vision of a municipality represents
vision
one of the most important creative areas in a local development
strategy. Creative human capital is, in this case, a desirable element
which exerts impact on the quality of a study. Nowadays it is the
visionaries and creative personalities who are searched for, since
they are capable of having a complex and modern perspective on an
entity development by applying a broader cognitive horizon. These
components of a study, and especially the vision of development,
are crucial for making the most efficient usage of developmental
opportunities emerging in a municipality. Therefore, a vision can be
understood as a picture of the future we wish to create and influence.
It represents the fundamental aspiration which should constitute
a common ground for all the members of a local community.
The projection of
Developmental scenarios, similarly to mission and vision, constitute
developmental scenarios
a good area for the development of creative capital. They usually
result from brainstorming in which strategy authors are involved
as well as all interested local entities. The classical division into
developmental scenarios refers to the future of a municipality in
a positive, neutral and negative perspective. Such an approach
deprives us from the possibility of analyzing the intermediary
stages and the overlapping processes. Constructing scenarios based
on a functional, typical system (e.g. a municipality specializing in
business, tourism, modern farming, creative human capital, etc.)
represents a more creative, innovative and productive approach.
Strategic, operational goals, The goals included in a local development strategy constitute its
activities
core part and represent, in a sense, a reaction to and a consequence
of the carried out diagnosis, conclusions resulting from SWOT
analysis, other studies covering a given municipality environment,
a problem tree, selected mission and vision, developmental scenarios
and all kinds of problems discussed during strategic workshops.
In an optimal situation all problematic issues should be reflected
in a tree of goals (at the level of strategic, operational goals and
planned activities). The improvement of local community life
quality is accepted as the leading strategic, horizontal goal in the
majority of municipalities. In this case life quality is understood as
the combination of material aspects of living (e.g. salary, availability
of social and technical infrastructure facilities), as well as the
components referring to experiencing the general satisfaction with
The strategy of local development as a component…
1
141
2
the living situation (e.g. feeling the prestige resulting from the place
of residence, health condition, possibilities for satisfying professional
and private aspirations, positive human relations).
The concept of municipality
promotion (e.g. promotional
motto, corporate identity,
brand creation strategy)
The strategic part referring to a municipality promotion can
constitute an element of local development strategy (separate
section) or be included in a separate study (e.g. the strategy of
municipality promotion). The main task of promotional strategy,
having assumed certain simplification, is the dynamization of socioeconomic municipal development, among others, by establishing
its strong brand, image, local identity strengthening, activation of
local environment with particular emphasis on business sector, by
highlighting the unique advantages or the improvement of the overall
competitive position. In the case of a promotional offer the areas of
creative human capital development are manifested quite strongly.
It refers to involvement in preparing some promotional motto, to
corporate identity implementation in local government structures or
to following the strategy aimed at brand development.
Measures of strategic goals
implementation
The selection of suitable monitoring indicators depends on
adopted strategic and operational goals. Taking advantage of just
individual indicators may turn out insufficient to observe ongoing
transformations or trends and thus complexity, permanency as well as
longer time horizon are recommended due to the occurrence of some
developmental effects with a certain delay. The selection of indicators
does not have to assume any significant creative involvement
(standard lists of indicators have already been established and
can be taken advantage of); however, there is an opportunity for
adopting a non-standard approach and the way of thinking in terms
of enriching the existing set of indicators to make it better adjusted to
control the implementation of strategic objectives.
The process of monitoring
and evaluation
The process of strategy monitoring (based on the selected monitoring
indicators) allows for controlling its effectiveness, efficiency and
advantages resulting from its assumptions realization and also
facilitates proper evaluation of the followed developmental directions.
The discussed processes are of an ongoing nature and thus require
continuous involvement on the part of local community (usually
a given municipality employee or experts responsible for the strategy
development). Such a situation imposes, in a way, certain intellectual
tension and paying attention to details enhancing creative capital
development. Based on effective monitoring and evaluation current
activities are carried out and the earlier adopted goals are tailored and
updated according to the existing situation. Within the framework
of these processes sometimes the discussed document assumptions
become redefined or local development strategy is updated.
Source: author’s compilation based on Anholt [2010], Blair, Carroll [2009], Cohen, Eimicke, Heikkila
[2008], Flew [2012], Florida [2005; 2012], Leigh, Kotler et al. [1999], Blakely [2013],
Olmstead [2002], Porter [1998], Stimson, Stough, Roberts, [2006], Raszkowski [2012, 2014b],
Ward [1998], Willauer [2005].
142
Andrzej Raszkowski
entity they refer to (e.g. municipality size, dominating functions of development,
historical determinants, location, current development level, etc.). Among the
strategy components which have not been listed the following can be included: the
convergence of strategy assumptions with external and internal strategic studies, an
identification-integration-action formula, the selection and structure of financing
sources to carry out goals and projects included in the study.
At this point, it should be emphasized that creative capital is co-created by all the
users of local space and thus by the representatives of business and science, experts,
local government representatives, NGO activists and remaining community members.
Each strategic study, including a local development strategy, is used in the case of
its successive implementation as well as adopted goals monitoring. With reference to
some of the existing studies, one can come across a situation that they are analyzed
and evaluated in detail only at the level of their development and approval by adequate
local government bodies. In a longer time perspective, set goals are not carried out
consistently and in a complex way, they are also not subject to periodical evaluation.
In such cases proper remedial actions have to be implemented.
4. Final remarks
To sum up, one can conclude that a strategy of local development can constitute
an interesting tool for the strengthening of municipal creative human capital. The
above-mentioned assumption may turn out helpful for public managers, business
practitioners and research workers dealing with local and regional development
problems. In the course of the subsequent process, devoted to strategy development
and monitoring, local developmental capital can be subject to simultaneous
strengthening.
Taking advantage of this opportunity is, however, determined by undertaking certain
particular activities. If local community is not involved or interested in a developed
strategy, it is not possible to influence resulting creative attitudes on its basis. The
already mentioned attention and interest of local community can be relatively easily
enhanced by means of presenting exemplary packages of strategic goals and solutions
which are of particular importance for local residents. Another important component
consists in the establishment of social consensus and in working out mutual consent
for carried out developmental directions. Furthermore, local development strategy
should represent an easily accessible document for the community it refers to, as well
as be written in a clear and substantively concise style.
However, it seems of key importance to obtain the widest possible involvement of
interested local space users at all the stages of the discussed document development
and implementation. An adequate set of tools for this purpose can take the form of
strategic workshops, moderated discussions, brainstorming or surveys analyzing local
community preferences.
The strategy of local development as a component…
143
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