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Place branding through public management lenses: supplementing the participatory agenda

Author

Listed:
  • Alberte Tøttenborg

    (University of Tasmania)

  • Can-Seng Ooi

    (University of Tasmania)

  • Anne Hardy

    (University of Tasmania)

Abstract

Local participation and support are integral to any successful place branding exercise. However, this is easier said than done. The tools for cultivating support from local players in place branding are quite limited. To expand on participation as a conceptual framework, this paper explores the application of public management lenses to place branding. The public management domain offers insights and a toolbox for place branding scholarship and practice. By examining Tasmania’s “Go Behind the Scenery” branding strategy, this study explores the various and complex processes of mobilizing local support for the brand. Our main findings concern the complex processes of brand knowledge dissemination, negotiation, persuasion (and, at times, coercion) in the branding exercise, to align perimeters of value creation, stakeholder interests, and operational capacity. We eventually draw three lessons.

Suggested Citation

  • Alberte Tøttenborg & Can-Seng Ooi & Anne Hardy, 2023. "Place branding through public management lenses: supplementing the participatory agenda," Place Branding and Public Diplomacy, Palgrave Macmillan, vol. 19(1), pages 114-127, March.
    • Handle: RePEc:pal:pbapdi:v:19:y:2023:i:1:d:10.1057_s41254-021-00252-0
    DOI: 10.1057/s41254-021-00252-0
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    References listed on IDEAS

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    1. Andrea Lucarelli, 2018. "Co-branding public place brands: towards an alternative approach to place branding," Place Branding and Public Diplomacy, Palgrave Macmillan, vol. 14(4), pages 260-271, November.
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    3. Marta Hereźniak & Justyna Anders-Morawska, 2021. "Public value-driven place branding. The way forward?," Place Branding and Public Diplomacy, Palgrave Macmillan, vol. 17(1), pages 65-77, March.
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