SWOT-analysis as a basis for regional strategies - EUROlocal

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Nordregio Working Paper 2001:4 ISSN 1403-2511 Nordregio - the Nordic Centre for Spatial Development PO Box 1658 S-111 86 Stockholm, Sweden Tel. +46 8 463 5400, fax: +46 8 463 5401 e-mail: nordregio@nordregio.se website: www.nordregio.se Nordic co-operation takes place among the countries of Denmark, Finland, Iceland, Norway and Sweden, as well as the autonomous territories of the Faroe Islands, Greenland and Åland. The Nordic Council is a forum for co-operation between the Nordic parliaments and governments. The Council consists of 87 parliamentarians from the Nordic countries. The Nordic Council takes policy initiatives and monitors Nordic co-operation. Founded in 1952. The Nordic Council of Ministers is a forum for co-operation between the Nordic governments. The Nordic Council of Ministers implements Nordic cooperation. The prime ministers have the overall responsibility. Its activities are co-ordinated by the Nordic ministers for co-operation, the Nordic Committee for co-operation and portfolio ministers. Founded in 1971. Stockholm, Sweden 2001
Contents 1 Introduction...............................................................................................................7 1.1 Programmes chosen for analysis..............................................................................7 1.1.1 Swedish Regional Growth Agreements..............................................................11 1.1.2 Finnish and Norwegian Regional Development Programmes...........................................................................................12 1.1.3 Objective 1 and 2 Programmes in Denmark, Sweden and Finland.....................................................................................................13 1.1.4 Interreg Community Initiatives...........................................................................14 1.2 SWOT as a decision-support system......................................................................15 1.3 SWOT as part of a learning process.......................................................................17 2 SWOT within the context of strategic management............................................21 3 The basic model: SWOT as an intermediary between external and internal factors......................................................................28 3.1 The gatekeeper functions of the SWOT: information flow within complex organisations..........................................................28 3.2 Confidence building in an ostensibly utilitarian setting.........................................31 3.3 From individualist utilitarianism towards more co-operative strategies................31 3.4 The limits of the evolutionary model.....................................................................35 3.5 Towards an ideal type?...........................................................................................36 4 Evaluation of the learning potential of SWOT analysis in the Nordic regional planning documents.............................................................40 4.1 Organisational learning: utilisation of previous experiences from strategic planning.................................................................................................41 4.2 Learning and partnership........................................................................................47 4.3 Social learning: actors and interactions in focus....................................................49 5 Conclusions..............................................................................................................53 References...................................................................................................................57 Appendices..................................................................................................................59 3
Page 1: SWOT-analysis as a basis for region
Page 5: Preface This working paper on the u
Page 8 and 9: Objective programmes in the EU Memb
Page 10 and 11: The following table lists the prior
Page 12 and 13: programme, thereby formally committ
Page 14 and 15: material is the so-called MEANS-col
Page 16 and 17: Table 3. Elements of a SWOT analysi
Page 18 and 19: Instead, programming should be seen
Page 20 and 21: potential (i.e. threats and opportu
Page 22 and 23: For the sake of necessity, private
Page 24 and 25: The problem obviously is that in st
Page 26 and 27: If public strategies are so profoun
Page 28 and 29: 3 The basic model: SWOT as an inter
Page 30 and 31: the environment in question quite d
Page 32 and 33: whether or not to co-operate in iso
Page 34 and 35: Figure 5. Vertical domains and flow
Page 36 and 37: proclamation of the (2) development
Page 38 and 39: Another set of quality criteria can
Page 40 and 41: 4 Evaluation of the learning potent
Page 42 and 43: time. One feels inclined to draw pa
Page 44 and 45: Table 6 continued… PROGRAMME NORR
Page 46 and 47: KVARKEN- MITTSKANDIA INTERRERG III
Page 48 and 49: Table 7 continued… NORRA NORRLAND
Page 50 and 51: Table 8 continued… PROGRAMME VARS
Page 52 and 53:
• In some national regional devel
Page 54 and 55:
However, it seems justified to argu
Page 56 and 57:
process in its entirety should be m
Page 58 and 59:
Sotarauta, M. 1996a. “Ohjelmallin
Page 60 and 61:
Appendix 2: Summary of the SWOT ana
Page 62 and 63:
VÄSTERBOTTEN GROWTH AGREEMENT SWOT
Page 64 and 65:
THE SURROUNDING WORLD AND MARKET ST
Page 66 and 67:
• New extractable ore deposits
Page 68 and 69:
NORTHERN FINLAND OBJECTIVE 1 PROGRA
Page 70 and 71:
SOUTHERN FINLAND OBJECTIVE 2 Streng
Page 72 and 73:
DENMARK OBJECTIVE 2 PROGRAMME STREN
Page 74 and 75:
REGIONAL SWOT FOR LOLLAND, FALSTER
Page 76 and 77:
BALTIC INTERREG SWOT STRENGTHS 1. T
Page 78 and 79:
KVARKEN-MITTSKANDIA SWOT Infrastruc
Page 80 and 81:
Shared values Strengths: • Cross-
Page 82 and 83:
NORDREGIO PUBLICATIONS REPORTS Eval
Page 84:
Hallin, G. & Larsson, S. Företagsu
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