Picture of boy being examining by doctor at a tuberculosis sanatorium

Understanding our future through Open Access research about our past...

Strathprints makes available scholarly Open Access content by researchers in the Centre for the Social History of Health & Healthcare (CSHHH), based within the School of Humanities, and considered Scotland's leading centre for the history of health and medicine.

Research at CSHHH explores the modern world since 1800 in locations as diverse as the UK, Asia, Africa, North America, and Europe. Areas of specialism include contraception and sexuality; family health and medical services; occupational health and medicine; disability; the history of psychiatry; conflict and warfare; and, drugs, pharmaceuticals and intoxicants.

Explore the Open Access research of the Centre for the Social History of Health and Healthcare. Or explore all of Strathclyde's Open Access research...

Image: Heart of England NHS Foundation Trust. Wellcome Collection - CC-BY.

Exploring the disconnect in policy implementation : a case of enterprise policy in England

Arshed, Norin and Mason, Colin and Carter, Sara (2016) Exploring the disconnect in policy implementation : a case of enterprise policy in England. Environment and Planning C: Government and Policy, 34 (8). pp. 1582-1611. ISSN 1472-3425

[img]
Preview
Text (Arshed-etal-EPCGP-2016-Exploring-the-disconnect-in-policy-implementation-a-case-of-enterprise)
Arshed_etal_EPCGP_2016_Exploring_the_disconnect_in_policy_implementation_a_case_of_enterprise.pdf
Accepted Author Manuscript

Download (723kB) | Preview

Abstract

Previous studies have acknowledged the ineffectiveness of enterprise policy. However, the reasons for its ineffectiveness remain a matter for debate. This study examines the extent to which the ineffectiveness of enterprise policy can be attributed to the way it has been implemented. Interviews with central government policy-makers, Regional Development Agency staff and business development managers in local enterprise agencies during the Labour administration (2007-2010) revealed that the implementation process of enterprise policy initiatives is complex and confusing, with fragmented relationships between the actors involved. The abundance of enterprise policy initiatives being delivered at the time, the absence of clearly defined objectives, the limited emphasis on the delivery of business support and the lack of measurement and evaluation combined to create an unnecessarily complicated process of enterprise policy implementation which, in turn, reduced its effectiveness.