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Exploring the Impact of Town Centre Governance on Commercial Exploring the Impact of Town Centre Governance on Commercial Measures of Vitality and Viability A F HEHIR PhD 2019 1 Exploring the Impact of Town Centre Governance on Commercial Measures of Vitality and Viability ALAN HEHIR A thesis submitted in partial fulfilment of the requirements of the Manchester Metropolitan University for the degree of Doctor of Philosophy. Department of Marketing Retail & Tourism / Institute of Place Management, Manchester Metropolitan University 2019 2 Abstract It is well documented that recent changes to the retail landscape in the United Kingdom have had a negative impact on the commercial vitality and viability of town centres. Retail consumers are becoming uninterested in town centres, and, they are adopting alternative ways to shop. The effects of change can be seen in the retail landscape of town centres, where a preference for retail investment has declined in relation to the investment in edge of, and out of centre locations. What is less well documented, or understood, is the effect that government policy and, local governance has had on the pace of retail change over the past fifty years. For example, have policies and local governance ameliorated, or exacerbated changes to the retail landscape of town centres over the past fifty years? This research, through a comparative case study of four United Kingdom town centres, explores how local governance impacts on the retail landscape of town centres, and as a result how local governance impacts on town centre vitality and viability. The evidence suggests that the retail development approach of elite influencers is a result of the interaction between their cultural paradigms, and the resource capacity available to them. When influencers enact a centrifugal approach, they effectively push retail development away from the town centre, thus decreasing commercial vitality and viability; When influencers enact a centripetal approach, they effectively pull retail development into the town centre, thus retaining a higher level of commercial vitality and viability. The conclusions raise some interesting questions for further research; the most obvious being that if the culture of influencers is perceived as being a contributing factor towards the commercial decline of town centres, how do we influence that culture? For if we cannot influence the culture of local governance, how can we influence the vitality and viability of town centres? 3 Contents Chapter 1: Introduction ............................................................................................................. 8 1.1 Local governance as a response to change in the retail landscape from 1960 to 2019 13 1.1.2 The 1960s and 1970s retail landscape: from post War decline to retail alliances? 12 1.1.3 The 1980s and 1990s retail landscape: a period of retail change and collective responsibilities? ................................................................................................................ 17 1.1.4 The retail landscape from 2000 to 2019: towards an alternative future? .............. 19 1.2 Critique and research questions .................................................................................... 22 1.3 Research aims and objectives ........................................................................................ 26 1.4 The structure of this thesis ............................................................................................. 28 Chapter 2: Forms of local governance in UK town centres ..................................................... 29 2.1 Introduction .................................................................................................................... 29 2.2 The distinction between government and governance ................................................. 32 2.3 Governance theory in UK town centres ......................................................................... 35 2.3.1 The theory underpinning heterarchic governance. ................................................ 36 2.3.2 The role of institutional theory in heterarchic governance .................................... 37 2.3.3 Creating heterarchic governance through institutional capacity............................ 39 2.4 Suggested routes to heterarchic governance within UK town centres ......................... 42 2.4.1 Governance by function .......................................................................................... 42 2.4.2 Governance by partnerships ................................................................................... 45 2.5 Developing a framework of governance forms ............................................................. 49 2.5.1 Governance by government .................................................................................... 51 2.5.2 Governance through partnership ............................................................................ 52 2.5.3 Governance through collective action .................................................................... 53 2.5.4 Governance through market mediated anarchy ..................................................... 54 2.6 Summary ........................................................................................................................ 55 4 Chapter 3: Measures of vitality and viability ........................................................................... 57 3.1 Introduction .................................................................................................................... 57 3.2 Measures of vitality and viability ................................................................................... 59 3.3 Evaluating measures of vitality and viability. ................................................................. 63 3.4 Summary ........................................................................................................................ 67 Chapter 4: Research strategy and methodology ..................................................................... 69 4.1 Introduction .................................................................................................................... 69 4.2 Research philosophy ...................................................................................................... 69 4.3 Research strategy ........................................................................................................... 73 4.3.1 The comparative case studies ................................................................................. 74 4.3.2 Sampling strategy .................................................................................................... 74 4.3.3 Identifying Influencers ............................................................................................. 77 4.3.4 Method .................................................................................................................... 83 4.3.5 Analysing data ......................................................................................................... 91 4.4 Themes from the documents and elite interviews ........................................................ 91 4.5 Verifying data ................................................................................................................. 97 4.6 Conclusion .................................................................................................................... 101 Chapter 5; Warrington-Governance mode: Government ..................................................... 103 5.1 Context ......................................................................................................................... 103 5.2 The 1960s and 1970s retail landscape; from post War decline to retail alliances? .... 104 5.3 The 1980s and 1990s retail landscape; a period of retail change and collective responsibilities? .................................................................................................................. 106 5.4 The retail landscape from 2000 to 2019; towards an alternative future? .................. 107 5.5 Relative performance of vitality and viability measures.............................................. 108 5.6 Local governance .......................................................................................................... 112 5.7 Influencers’ impact on measures of vitality and viability ............................................ 120 5 5.8 Discussion ..................................................................................................................... 125 Chapter 6; Wrexham - Governance mode: Collective Action ................................................ 129 6.1 Context ......................................................................................................................... 129 6.2 The 1960s and 1970s retail landscape; from post War decline to retail alliances? .... 130 6.3 The 1980s and 1990s retail landscape; a period of retail change and collective responsibilities? .................................................................................................................. 132 6.4 The retail landscape from 2000 to 2019; towards an alternative future? .................. 136 6.5 Relative performance of vitality and viability measures.............................................. 138 6.6 Local governance .......................................................................................................... 140 6.7 Influencers’ impact on measures of vitality and viability
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