Park Place and Main Street: Business and the Urban Power Structure

Abstract

This chapter reviews research on business power in cities. The first part is a critical discussion of research on business participation in urban policymaking. We argue that the pluralist approach fails to distinguish between types of public policies. Nor does it take into account either the process by which policies surface or the interconnections among the different segments of the business community that have interests at stake. We then show how elite theorists, who adopt an expanded decisional, reputational, or network methodology, substan tially correct for these weaknesses. A flaw in the elite framework, however, is that it does not specify the organizational or class interests that lead distinct business groups to participate in the making of specific policies. One framework that attempts to cope with this problem-the growth machine approach-is considered.We conclude, however, that all three approaches suffer from a lack of attention to sources of business power that are not tied to participation. The second part of the chapter begins by outlining a framework that emphasizes economic dominance and the capacity to exit as alternative sources of power. Then we review evidence pertaining to this framework. Finally, we speculate about the relationship between these sources of power and the use of participa tion by different business interests.

Organizational Foundings in Community Context: Instruments Manufacturers and Their Interrelationship with Other Organizations

“…Dominance involves both power and resource distribution. In other treatments, actors are dominant because they have power over others (Friedland and Palmer, 1984). These conceptualizations are especially common when the analyst is studying metropolitan area dominance (Duncan et al, 1960).…”

The Spatial Scope of Competition and the Geographical Distribution of Entrepreneurship: Magazine Foundings and the U.S. Post Office

“…First, locally headquartered multiunit organizations draw on more local resources than do remotely headquartered ones (Chandler 1977;Galaskiewicz 1979;Audia and Rider 2010). Second, managers of locally headquartered multiunit organizations are more likely to have careers that unfold in the focal locality than those of remotely headquartered ones; therefore, the managers of locally headquartered multiunit organizations are more deeply embedded in their locality than those of remotely headquartered ones (Molotch 1976;Galaskiewicz 1979;Friedland and Palmer 1984). Second, our arguments apply only to organizations that produce offerings that can be transported and consumed across space.…”

Plant Relocation: An Integration of Survey Findings and a Conceptual Analysis

“…The extent of the effect will largely depend on the depth and nature of prior contacts and interdependencies between the organisation and the two communities involved. Fridlander and Palmer (1984) analyse those interdependencies in terms of power. Organizational Change Management 2,1 68 According to them, organisations vary in the extent of control, or "exit power", they have over the growth and prosperity of the community.…”

“…This dependence affects the organisations' ability to transfer. It was found, for example, that manufacturing companies are more mobile than commercial banks, colleges and universities (Friedlander and Palmer, 1984).…”

“…Firstly, by participation in the shaping of local policies, business can define and constrain push factors before they have a chance to surface. Secondly, pressures can be suppressed after their activation (Friedlander and Palmer, 1984). Finally, organisations may transform external into internal control by incorporating relocation plans into an overall strategic plan.…”