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Taking stock: why some cities learn and others do not

Tim Campbell

Tim Campbell has worked for more than 35 years in urban development with experience in scores of countries and hundreds of cities in Latin America, South and East Asia, Eastern Europe, and Africa. His areas of expertise include strategic urban planning, city development strategies, decentralization, urban policy, and social and poverty impact of urban development. He is chairman of the Urban Age Institute, which fosters leadership and innovation between and among cities in areas of strategic urban planning, urban policy and management, sustainable environmental planning, and poverty reduction. Campbell retired from the World Bank in December 2005 after more than 17 years working in various capacities in the urban sector. Before joining the Bank, he worked for over 13 years as a private consultant and university professor. His consulting clients included private sector firms, governments, and international organizations. He taught at Stanford University and the University of California at Berkeley. He lived in rural and small town Costa Rica for two years as a Peace Corps Volunteer. Author affiliation details are correct at time of print publication.

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Beyond Smart Cities : How Cities Network, Learn and Innovate

Earthscan, 2012

Book chapter

0

... others do not City learning is about the creation of a certain type of social capital. It is not just the novel practices or hot technologies. Learning is about the shared values held by people from all walks of life who care about...

Informal learners—Turin, Portland and Charlotte

Tim Campbell

Tim Campbell has worked for more than 35 years in urban development with experience in scores of countries and hundreds of cities in Latin America, South and East Asia, Eastern Europe, and Africa. His areas of expertise include strategic urban planning, city development strategies, decentralization, urban policy, and social and poverty impact of urban development. He is chairman of the Urban Age Institute, which fosters leadership and innovation between and among cities in areas of strategic urban planning, urban policy and management, sustainable environmental planning, and poverty reduction. Campbell retired from the World Bank in December 2005 after more than 17 years working in various capacities in the urban sector. Before joining the Bank, he worked for over 13 years as a private consultant and university professor. His consulting clients included private sector firms, governments, and international organizations. He taught at Stanford University and the University of California at Berkeley. He lived in rural and small town Costa Rica for two years as a Peace Corps Volunteer. Author affiliation details are correct at time of print publication.

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Beyond Smart Cities : How Cities Network, Learn and Innovate

Earthscan, 2012

Book chapter

0

... Charlotte1 The gamut of learning styles explored in the previous chapters suggests that cities go about their business of learning in very different ways. Even the most assiduous among them, those proactive learners, have built up city...

Cities as collective learners: what do we know?

Tim Campbell

Tim Campbell has worked for more than 35 years in urban development with experience in scores of countries and hundreds of cities in Latin America, South and East Asia, Eastern Europe, and Africa. His areas of expertise include strategic urban planning, city development strategies, decentralization, urban policy, and social and poverty impact of urban development. He is chairman of the Urban Age Institute, which fosters leadership and innovation between and among cities in areas of strategic urban planning, urban policy and management, sustainable environmental planning, and poverty reduction. Campbell retired from the World Bank in December 2005 after more than 17 years working in various capacities in the urban sector. Before joining the Bank, he worked for over 13 years as a private consultant and university professor. His consulting clients included private sector firms, governments, and international organizations. He taught at Stanford University and the University of California at Berkeley. He lived in rural and small town Costa Rica for two years as a Peace Corps Volunteer. Author affiliation details are correct at time of print publication.

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Beyond Smart Cities : How Cities Network, Learn and Innovate

Earthscan, 2012

Book chapter

1

... as claimed in the examples of Seattle, Bilbao and Curitiba (Campbell, 2009), have such cities achieved a civic ba, to employ Nonaka’s term, or in other words, an innovative milieu in the civic realm? If so, how is this to be measured? Further,...

Light on a shadow economy: city learning in 53 cities

Tim Campbell

Tim Campbell has worked for more than 35 years in urban development with experience in scores of countries and hundreds of cities in Latin America, South and East Asia, Eastern Europe, and Africa. His areas of expertise include strategic urban planning, city development strategies, decentralization, urban policy, and social and poverty impact of urban development. He is chairman of the Urban Age Institute, which fosters leadership and innovation between and among cities in areas of strategic urban planning, urban policy and management, sustainable environmental planning, and poverty reduction. Campbell retired from the World Bank in December 2005 after more than 17 years working in various capacities in the urban sector. Before joining the Bank, he worked for over 13 years as a private consultant and university professor. His consulting clients included private sector firms, governments, and international organizations. He taught at Stanford University and the University of California at Berkeley. He lived in rural and small town Costa Rica for two years as a Peace Corps Volunteer. Author affiliation details are correct at time of print publication.

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Beyond Smart Cities : How Cities Network, Learn and Innovate

Earthscan, 2012

Book chapter

1

... storage, I mean to refer to informal networks of the urban community (Campbell, 2009). Soft storage is tantamount to tacit knowledge, as described by Nonaka and colleagues (Nonaka et al., 2000). 7 Though customs vary from country to country,...

Clouds of trust in style

Tim Campbell

Tim Campbell has worked for more than 35 years in urban development with experience in scores of countries and hundreds of cities in Latin America, South and East Asia, Eastern Europe, and Africa. His areas of expertise include strategic urban planning, city development strategies, decentralization, urban policy, and social and poverty impact of urban development. He is chairman of the Urban Age Institute, which fosters leadership and innovation between and among cities in areas of strategic urban planning, urban policy and management, sustainable environmental planning, and poverty reduction. Campbell retired from the World Bank in December 2005 after more than 17 years working in various capacities in the urban sector. Before joining the Bank, he worked for over 13 years as a private consultant and university professor. His consulting clients included private sector firms, governments, and international organizations. He taught at Stanford University and the University of California at Berkeley. He lived in rural and small town Costa Rica for two years as a Peace Corps Volunteer. Author affiliation details are correct at time of print publication.

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Beyond Smart Cities : How Cities Network, Learn and Innovate

Earthscan, 2012

Book chapter

0

... Each of the previous three chapters describes a style of learning that can be found in many cities. And though the informal style is the most common, often elements of many styles operate in parallel with other modes of learning. Most...

Corporate styles: Bilbao, Seattle and others

Tim Campbell

Tim Campbell has worked for more than 35 years in urban development with experience in scores of countries and hundreds of cities in Latin America, South and East Asia, Eastern Europe, and Africa. His areas of expertise include strategic urban planning, city development strategies, decentralization, urban policy, and social and poverty impact of urban development. He is chairman of the Urban Age Institute, which fosters leadership and innovation between and among cities in areas of strategic urban planning, urban policy and management, sustainable environmental planning, and poverty reduction. Campbell retired from the World Bank in December 2005 after more than 17 years working in various capacities in the urban sector. Before joining the Bank, he worked for over 13 years as a private consultant and university professor. His consulting clients included private sector firms, governments, and international organizations. He taught at Stanford University and the University of California at Berkeley. He lived in rural and small town Costa Rica for two years as a Peace Corps Volunteer. Author affiliation details are correct at time of print publication.

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Beyond Smart Cities : How Cities Network, Learn and Innovate

Earthscan, 2012

Book chapter

1

... of Greater Seattle (Campbell, 2009). Since 2004, I would reclassify Seattle in the corporate category because of the formation of the Puget Sound Regional Partnership (PSRP). In effect, Seattle has evolved a step further. Building on a long...

The slow emergence of learning cities in an urbanizing world

Tim Campbell

Tim Campbell has worked for more than 35 years in urban development with experience in scores of countries and hundreds of cities in Latin America, South and East Asia, Eastern Europe, and Africa. His areas of expertise include strategic urban planning, city development strategies, decentralization, urban policy, and social and poverty impact of urban development. He is chairman of the Urban Age Institute, which fosters leadership and innovation between and among cities in areas of strategic urban planning, urban policy and management, sustainable environmental planning, and poverty reduction. Campbell retired from the World Bank in December 2005 after more than 17 years working in various capacities in the urban sector. Before joining the Bank, he worked for over 13 years as a private consultant and university professor. His consulting clients included private sector firms, governments, and international organizations. He taught at Stanford University and the University of California at Berkeley. He lived in rural and small town Costa Rica for two years as a Peace Corps Volunteer. Author affiliation details are correct at time of print publication.

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Beyond Smart Cities : How Cities Network, Learn and Innovate

Earthscan, 2012

Book chapter

1

... political pressure across a wider spectrum of cities and voting constituencies. This pattern was noted as one of the many factors that triggered a rise of support for decentralization in Latin America in the late 1980s and 1990s (Campbell...

Overview

Tim Campbell

Tim Campbell has worked for more than 35 years in urban development with experience in scores of countries and hundreds of cities in Latin America, South and East Asia, Eastern Europe, and Africa. His areas of expertise include strategic urban planning, city development strategies, decentralization, urban policy, and social and poverty impact of urban development. He is chairman of the Urban Age Institute, which fosters leadership and innovation between and among cities in areas of strategic urban planning, urban policy and management, sustainable environmental planning, and poverty reduction. Campbell retired from the World Bank in December 2005 after more than 17 years working in various capacities in the urban sector. Before joining the Bank, he worked for over 13 years as a private consultant and university professor. His consulting clients included private sector firms, governments, and international organizations. He taught at Stanford University and the University of California at Berkeley. He lived in rural and small town Costa Rica for two years as a Peace Corps Volunteer. Author affiliation details are correct at time of print publication.

Search for publications

Beyond Smart Cities : How Cities Network, Learn and Innovate

Earthscan, 2012

Book chapter

0

... “Why did you spend US$25,000 apiece on those two 28- year-olds to come here to visit Shanghai?” I asked the Vice President of Boeing about the youngsters on the study tour from Seattle. The VP didn’t bat an eye. “It’s the best training...

A gamut of learning types

Tim Campbell

Tim Campbell has worked for more than 35 years in urban development with experience in scores of countries and hundreds of cities in Latin America, South and East Asia, Eastern Europe, and Africa. His areas of expertise include strategic urban planning, city development strategies, decentralization, urban policy, and social and poverty impact of urban development. He is chairman of the Urban Age Institute, which fosters leadership and innovation between and among cities in areas of strategic urban planning, urban policy and management, sustainable environmental planning, and poverty reduction. Campbell retired from the World Bank in December 2005 after more than 17 years working in various capacities in the urban sector. Before joining the Bank, he worked for over 13 years as a private consultant and university professor. His consulting clients included private sector firms, governments, and international organizations. He taught at Stanford University and the University of California at Berkeley. He lived in rural and small town Costa Rica for two years as a Peace Corps Volunteer. Author affiliation details are correct at time of print publication.

Search for publications

Beyond Smart Cities : How Cities Network, Learn and Innovate

Earthscan, 2012

Book chapter

1

... article, I suggested that active, innovative cities develop their own learning styles (Campbell, 2006). Cities like Bilbao and Curitiba have invested heavily over decades as part of a development strategy that has paid dividends in wholesale...

Turning the learning world upside down—pathways forward in policy and research

Tim Campbell

Tim Campbell has worked for more than 35 years in urban development with experience in scores of countries and hundreds of cities in Latin America, South and East Asia, Eastern Europe, and Africa. His areas of expertise include strategic urban planning, city development strategies, decentralization, urban policy, and social and poverty impact of urban development. He is chairman of the Urban Age Institute, which fosters leadership and innovation between and among cities in areas of strategic urban planning, urban policy and management, sustainable environmental planning, and poverty reduction. Campbell retired from the World Bank in December 2005 after more than 17 years working in various capacities in the urban sector. Before joining the Bank, he worked for over 13 years as a private consultant and university professor. His consulting clients included private sector firms, governments, and international organizations. He taught at Stanford University and the University of California at Berkeley. He lived in rural and small town Costa Rica for two years as a Peace Corps Volunteer. Author affiliation details are correct at time of print publication.

Search for publications

Beyond Smart Cities : How Cities Network, Learn and Innovate

Earthscan, 2012

Book chapter

1

... be engaged. This criterion is essential not just to bridge Some literature, including some of my own work (Campbell and Fuhr, 2004), marks the importance of individual leaders, especially in adopting innovation. Yet none of the cases covered...