SWOT-analysis as a basis for regional strategies - EUROlocal

4.3 Social learning: actors and interactions in focus
As was argued above, social learning as an actor-oriented dimension of the SWOT
entails factors which can be seen as part of the process of accumulating social capital
within the region in question. Even though no quantitative analysis has been made in
order to draw conclusions on the extent to which social capital in fact exists within
these Nordic regions, some tentative conclusions can be drawn based on the social
capital accumulated as a result of the learning process.
It can be asked, for example, whether the actor-specific elements of the SWOT are
likely to enhance and support resources which have a positive impact on institutional
and organisational learning within the region, or whether they are potentially capable
of influencing the way in which forms of social interaction evolve within the region as
a whole (both within the private and the public sectors). 3
To put it briefly, social learning used in this contaxt refers to the degree of internal
analysis of the actor dimension undertaken in the SWOT. On the basis of the
assessment of the SWOT analysis we suggest that the actors involved in the
programming and implementation structure tend to overlook the need for internal
analysis of the organisational structure itself, thereby leaving an important element of
learning and improvement central to the whole SWOT methodology untapped. The
factor most often referred to in terms of implementation structures and their potential
for the accumulation of social capital has been identified as the need to increase cooperation
between universities and businesses, as can be seen form the table below.
Table 8. Elements of social learning
PROGRAMME
BLEKINGE
GROWTH AGREEMENT
(SWEDEN)
VÄSTERBOTTEN
GROWTH AGREEMENT
(SWEDEN)
NORRA NORRLAND
OBJECTIVE 1
PROGRAMME
(SWEDEN)
SOUTHERN SWEDEN
OBJECTIVE 2
PROGRAMME
(SWEDEN)
DENMARK OBJECTIVE 2
PROGRAMME
SOCIAL LEARNING
-“Baltic dimension requires further regional co-operation”
-Co-operation between universities and businesses emphasised
-The need to develop co-operation between municipalities identified
-Need for new meeting places to support entrepreneurship
-Need for co-operation between universities and businesses referred
to
-New meeting places for businesses and enterprises required
-New forms of young people’s participation
-Need to strengthen co-operation between economic life and R&D
-Need to profit from new organisational and working methods
- Need to develop the connection between R&D and businesses
-Sub-regional specificity taken into account in the five
(sub-) regional SWOT analyses
-Need for improved administrative co-ordination acknowledged, as
well as the threat of further centralisation within the public sector
-SMEs and local activities in the rural areas identified as strengths
3 The in-depth analysis of such issues is likely to raise research questions similar to those referred to by Maskell in
his article (2000, 68), i.e. capabilities of enhancing inter-organisational co-operation; potential barriers and
constraints to such co-operation; policies facilitating unlearning and whether they can be connected to knowledgeenhancing
policies.
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