Doctor of Philosophy
School of Management, Operations and Marketing
In many parts of the world, local government is grappling with a transition - from managing the development and maintenance of local infrastructure, delivery of essential services and economic governance - to responding to the cultural and social needs expressed by their community. Residents want the opportunity to discuss inspirational needs including living in a place that offers cultural engagement that is ‘liveable’ and is attractive/interactive offering public art and cultural amenity. So, while development and support of the creative industries has not featured highly in the work of local government in the past, it may now become desirable, to work together with creative industries to enable local government to deliver what the community want.
In response to local government's addressing this need, this research seeks to answer the question: What is local government’s ideal role in enhancing community liveability via creative industries and how might its contributions be identified and made visible to both justify and maximise them?
It was proposed that this research phenomena may be best understood through the lens of Social Capital Theory as it is assumed that it is “the social networks, trust and connections within communities that ultimately help to improve social, physical and economic conditions as well as the lives and life chances of those where it exists” Westwood (2011:691). At the ‘grassroots’ level of government it is understood that community relationships and social capital are critical to the success of local government engagement, decision making and service delivery. As such, the focus of the research from its question through to its data collection was on understanding the interconnections between the key stakeholders, the activities they undertake and the emergent outcomes for community.
Savage, Susan Anne, An investigation into local government's ideal role in enhancing community liveability via the creative industries, Doctor of Philosophy thesis, School of Management, Operations and Marketing, University of Wollongong, 2017. https://ro.uow.edu.au/theses1/38
Unless otherwise indicated, the views expressed in this thesis are those of the author and do not necessarily represent the views of the University of Wollongong.