Wednesday 28 August 2019

Literature review process of the ALRA for core-focus-domain items

Literature review process of the agile literature review approach (ALRA) for core-focus-domain items:



Note 1



Note 2


*** The literature review section might indicate, from time to time, how specific academic ideas can be employed in the form of a low-level research task.


*** Not all the academic ideas identified in groups 1-4 are to be included in the corresponding component (i.e., the high-level research task)  of theoretical framework level 1a. The more important ones to include in the theoretical framework level 1a are those in groups 3-4.



Literature review category                        Suggested no. of academic ideas

C1: Definitions                                             ** 2-3 academic ideas
C2: Research interests/ knowledge gap        ** 2-3 academic ideas
C3: Research approaches/theories                ** 3-4 academic ideas (mainly complexity level 2)
C4: Implementation-related ideas                 ** 1-3 academic ideas (mainly complexity level 1-2)


Total academic ideas per core-focus-domain high-level research task: 6 ideas (mainly on C3-4) shown in theoretical framework level 1a. The rest would only appear in the dissertation report chapter on literature review.





References

Study note on innovation capability
Study note on business process re-engineering

Tuesday 20 August 2019

MBA Dissertation proposal - a fake sample

[I probably do not have time to write in 1,500 words (an expected proposal length), but the sample proposal gives you some ideas on what to write for your dissertation proposal]


Title: An investigation on the innovation and managerial leadership capabilities of the Wong Tai Sin Branch of the Lion Bank: a mixed methods research


Project Background: Rationale for selection – importance and potential impact of the strategic project for an organisation or business sector. Word Guide approximately 500.


The project examines the Wong Tai Sin (WTS) Branch of the Lion Bank, which is a subsidiary of the CG Banking Group. It offers retail banking services to the residents in WTS. The external environment facing the WTS Branch is tough due to intense competition from other banks in WTS, notably the Dong Ar Bank and the Seedy Bank. Banking customers are getting more demanding. Internally, WTS Branch staff are in low morale as their salaries have been cut by 20% and the weak ability of the Branch management team on innovation management. The WTS computer system is also quite unreliable due to poor system maintenance. Most of the managers in the WTS Branch are in the late 60s, thus taking a very relaxed management style. Together, all these related issues constitute a highly problematic project background of the dissertation project described here. As a deputy branch manager of the WTS Branch, this student takes up the dissertation project to study two main management concerns of the WTS Branch. These are: (i) weak innovation capability of the WTS branch and (ii) weak managerial leadership competence of the WTS Branch. These two main management concerns severely affect the ability of the WTS to compete in the WTS district and the job security of the WTS Branch staff, including that of this student. They can be considered as the chosen strategic issues (i.e. main management concerns) of the WTS Branch to be investigated here. Being the deputy branch manager of the WTS Branch makes the conduct of this dissertation project feasible by this student.

Mirroring these two management concerns, the two main research objectives of this dissertation project are:
Objective 1: to evaluate the innovation capability of the WTS Branch
Objective 2: to evaluate the managerial leadership competence of the WTS Branch.

Meeting these two objectives enables this student to come up with useful ideas to cope with these management concerns as well as to improve the managerial competence of the student as a deputy branch manager of the WTS Branch. Meeting these two objectives thus have high practical value. At the same time, using relevant academic ideas to address these management concerns contributes to the intellectual knowledge on the academic ideas employed in this dissertation project; thus, this dissertation project also has some academic value.



Literature Review: Identification of the key aspects of the business literature (e.g service quality) to be underpin the study. This review should briefly cover the main ideas and business practice that will be considered. It should locate a sample of the some of the main sources and identify key critical issues that might arise. – Word Guide approximately 750.

Literature review is to be carried out to support an effective intellectual response to the management concerns identified for the dissertation project work. Useful academic ideas are introduced here in terms of how they are related to the main and secondary objectives of this dissertation projects. Literature sources are mainly from the University library and Google Scholar.


Objectives: Identify 3-4 objective outcomes from the dissertation in terms of what the dissertation seeks to achieve for the organisation or business sector. These objectives should reflect outputs not tasks to be completed and should emphasise the areas for improvement to business performance the dissertation will concentrate on.

Objective 1: to evaluate the innovation capability of the WTS Branch of the Lion Bank
The innovation capability model of M. Jackson (2010) and the super innovation capability model of M. Jordan (2013) are highly relevant for innovation capability evaluation. They are to be used to inform the research task for objective 1. Other supportive theories include the wonderful approach of U. Bolt and the brilliant framework of Elton John, which are bank specific theories on innovation management.

Objective 2: to evaluate the managerial leadership competence of WTS Branch of the Lion Bank
The leadership evaluation model of Victor Li (2015) and the management evaluation model of Richard Li (2016) are to be employed together to assess the managerial leadership competence of the WTS Branch. The investigation will also be informed by the Happy Birthday approach of Billy Jean (2006) which is sophisticated in examining bank manager leadership style and the All Round model of Carrie Lai (2010) which specializes in evaluating managerial styles in the banking sector.

A secondary objective (objective 3) is to evaluate banking customer service expectation of banking service. This objective is able to shed light on understanding objectives 1 and 2. For that, the student finds the Merry Christmas model of J.K.K. Ho (2003) and the Wonderful model of Peter Pan (2005) highly relevant for evaluating customer service expectation in the banking sector.

More academic ideas are to be considered to inform the research tasks for the three research objectives in due course. Many of the academic ideas come from the European Journal of Innovation Management (Emerald) and the Asian Journal of Managerial Leadership (Wiley).

The overall literature review strategy follows the agile literature review approach of Ho (2018), which is management-concerns-driven with a specific core-focus-domain. In this case, the core-focus-domain comprises the two main dissertation project objectives; thus they, together, also constitute the prime agenda to do the literature review in this project.


Methodology: Candidates should include a brief statement as to what they consider the main methods of primary and secondary research are likely to be the most useful to achieving the project outcomes – Approximately 300 words.

Objective 1: to evaluate the innovation capability of the WTS Branch of the Lion Bank: the student is going to employ semi-structured interviews to the senior and middle management of the WTS Branch  as well as participant observation at the WTS Branch to gauge the innovation capability of the WTS Branch. These primary research methods are informed by the relevant academic literature as well as some secondary research method, notably document study on the WTS Branch management reports over the last 2 years on the topic of innovation capability.

Objective 2: to evaluate the managerial leadership competence of WTS Branch of the Lion Bank: the student will conduct participant observation and semi-structured interview, as the main primary research methods,  to the middle management and operational staff to evaluate the managerial leadership competence of the WTS Branch. It is also to be supplemented with secondary research method of document study on the performance appraisal records of all the managerial staff at the WTS Branch over the last 3 years.

Objective 3: to evaluate banking customer service expectation of banking service: the student is going to conduct online questionnaire survey with friends on his Facebook to understand banking customer service expectation of banking service, notably in the WTS district. The main online survey tool to use is the one offered by kwiksurveys.com, which is free-of-charge. The data gathered from this survey tool can be exported to MS Excel for further data analysis, notably with the Excel pivot table function for multi-dimensional data analysis (Ho, 2011). It would then be followed up by a few semi-structured interview with bank customers in the WTS district to gain a deeper understanding of their service quality expectation. This will enable the student to develop a deeper understanding of the questionnaire survey findings.

A more elaborate research strategy will be formulated in due course. Overall, the research strategy can be described as a mixed methods research (Jones, 2011) as well as a case study research (Yin, 2000). The research strategy is to be explicitly driven by a theoretical framework that synthesized academic ideas gathered via literature review. Data analysis include Excel-pivot table based analysis on the questionnaire survey data (re: for objective 3) [i.e. quantitative data analysis] and theory-driven analysis on the qualitative data, primarily from interview research (re: objectives 1 and 2) [i.e. qualitative data analysis]. The subsequent analysis of research findings will employ both inductive and deductive reasoning (Hui, 2005). The research findings are then utilized to justify recommendations to the management to cope with the identified management concerns at the strategic, tactical and operational levels. This student will ensure that sensitive and confidential information of the WTS Branch of the Lion Bank, e.g., sensitive management accounting information,  is not to be disclosed in the dissertation report without the consent of the top management of the WTS Branch of the Lion Bank.

The overall literature review and research methods approach follows the guidelines from the agile literature review approach of J.K.K. Ho (2018) which is highly relevant for dissertation project of the applied business research type. This is exactly the nature of this student's dissertation project.



Key Activities (Milestones) Time-scale (Plan of action) Resources required (Equipment, software, personnel etc)

Writing up the project background chapter   3 weeks    Computer and reference books
Writing up the literature review chapter        7 weeks    Computer, reference books, supervisor support
Writing up the research methods chapter       3 weeks    Survey software, and computer
Writing up the findings and analysis chapter  3 weeks    Computer tools, e,g. winword and Excel
Writing up the Conclusions chapter                 2 weeks    Computer tool, primarily winword
Writing up the Recommendation chapter         1 week      Computer tool, primarily winword
Writing up the Personal development chapter   1 week      Computer tool, primarily winword



References
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YYYY
ZZZZ


Tuesday 13 August 2019

Company and dissertation project backgrounds in Introduction of applied business research report

Company and dissertation project backgrounds in Introduction (chapter) of applied business research report:


Note 1



Note 2

Tuesday 6 August 2019

Monday 5 August 2019

Study note on business process re-engineering


Study note on business process re-engineering [for the construction of theoretical framework level-1a in the agile literature review approach (ALRA)



Subramanian Muthu, Larry Whitman, and S. Hossein Cheraghi. 1999. " BUSINESS PROCESS REENGINEERING: A CONSOLIDATED METHODOLOGY" Proceedings of The 4th Annual International Conference on Industrial Engineering Theory, Applications and Practice November 17-20, San Antonio, Texas, USA.


Academic idea: Business Process Re-engineering; attribute: concept definition
" What is reengineering?   Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service and speed[4].” The key words in the preceding definition are the italicized ones. BPR advocates that enterprises go back to the basics and reexamine their very roots. It doesn’t believe in small improvements. Rather it aims at total reinvention. As for results: BPR is clearly not for companies who want a 10% improvement. It is for the ones that need a ten-fold increase. According to Hammer and Champy [4], the last but the most important of the four key words is the word-‘process.’ BPR focuses on processes and not on tasks, jobs or people. It endeavors to redesign the strategic and value added processes that transcend organizational boundaries";


Academic idea: Business Process in BPR; attribute: concept definition
" According to many in the BPR field reengineering should focus on processes and not be limited to thinking about the organizations. After all the organization is only as effective as its processes[4,6] So, what is a process? “A business process is a series of steps designed to produce a product or a service. It includes all the activities that deliver particular results for a given customer(external or internal)[9].” Processes are currently invisible and unnamed because people think about the individual departments more often than the process with which all of them are involved. So companies that are currently used to talking in terms of departments such as marketing and manufacturing must switch to giving names to the processes that they do such that they express the beginning and end states. These names should imply all the work that gets done between the start and finish. For example, order fulfillment can be called order to payment process [4]. Talking about the importance of processes just as companies have organization charts, they should also have what are called process maps to give a picture of how work flows through the company. Process mapping provides tools and a proven methodology for identifying your current As-Is business processes and can be used to provide a To-Be roadmap for reengineering your product and service business enterprise functions. It is the critical link that your reengineering team can apply to better understand and significantly improve your business processes and bottom-line performance[4,6]";


Selma Limam Mansar a,1, Hajo A. Reijers. 2005. " Best practices in business process redesign: validation of a redesign framework" Computers in Industry 56 (2005) 457–471.

Academic idea: Business Process Re-engineering framework; attribute: framework/theory
"We have explored in the literature several frameworks and business process analysis models that were potentially suitable for business process
redesign. In [4] we explain how we have derived an extended framework for implementing BPR best practices. It is derived as a synthesis of the WCA
framework by Alter [3], the MOBILE workflow model by Jablonski and Bussler [5], the CIMOSA enterprise modelling views of Berio and Vernadat [6] and the process description classes of Seidmann and Sundarajan [7]. In our framework, six elements are linked (refer to Fig. 1):
_ the internal or external customers of the business process;
_ the products (or services) generated by the business process;
_ the business process with two views:
a. the operation view: how is a business process implemented? (number of tasks in a job, relative size of tasks, nature of tasks, degree of customisation), and
b. the behaviour view: when is a business process executed? (sequencing of tasks, task consolidation, scheduling of jobs, etc.);
_ the participants in the business process considering a. the organisation structure (elements: roles, users, groups, departments, etc.), and
b. the organisation population (individuals: agents which can have tasks assigned for execution and relationships between them);
_ the information the business process uses or creates;
_ the technology the business process uses, and finally;
_ the external environment other than the customers";



Martti Launonen__*, Pekka Kess. 2002. " Team roles in business process re-engineering" Int. J. Production Economics 77:  205 - 218.


Academic idea: team roles in BPR; attribute: theory
"Much of the writing on BPR concentrates on the need for valiant and visionary leadership, but offers little help on how these changes should be managed [4]. According to Horney and Koonce [5] one reason for the failure of re-engineering efforts is a lack of penetration to  the deepest organisational levels. A sociotechnical approach, giving attention both to the technical and to the human systems, seems likely to develop [6]. Advocates of sociotechnical systems were the first to recommend using the team as a basic unit of organisation";

"Tikkanen and PoK loK nen [11] have evaluated business process re-engineering projects in 21 large Finnish organisations and one finding is that strong personel involvement and training is a basic requirement for the success of a BPR project. On the other hand, there has been lately some critical writings concerning BPR. For example, Stoddard et al. [12] criticise, `what was implemented in the regions differed from the design and was not as radical as planneda. In BPR efforts, ownership and commitment is needed throughout the organisation, particularly during implementation";

"In business process re-engineering, it is assumed that team members are required to have a diverse variety of roles in order to complete their task [28]. When forming the team and selecting the members it must be considered what roles the team needs to complete its task. According to Jauhiainen and Eskola [29] the distribution of tasks required by the objectives and the need for common action influences the formation of the roles. The role is both by its own actions procured and also set by the expectations of others [30]. Problems are created if the team members do not have a clear conception of what their role is or if other persons' expectations deviate from their own concepts [31]";

Follow-up works of students after the first dissertation meeting

Follow-up works of students after the first dissertation meeting:


After the first meeting, the student should have or will shortly afterward produce the management-concerns diagram and the theoretical framework level-0. The student should then do literature search to gather academic articles relevant to the high-level research tasks in theoretical framework level-0.

Students should then:
a. study those academic articles and work on theoretical framework level-1a. At the same time, they should study the dissertation report template to try to produce their dissertation proposals;
b. keep studying the articles on ALRA and try to work on the other theoretical frameworks, notably on level-1b and level-1c.
[Their preliminary frameworks of 1b and, especially, 1c, enable to have a clearer idea on research methods; this informs them to write up the section of "methodology" in their dissertation proposals].
c. Students should also find time to watch Youtube videos to learn more about research methods at this stage.


After they have done some literature review and produced their preliminary theoretical framework level-1c; they should have quite some questions to ask their supervisors; it is thus about time to have their second dissertation meeting with their supervisor[s].

Wordings used in management-concerns diagram and theoretical frameworks in ALRA

Wordings used in management-concerns diagram and theoretical frameworks in ALRA:


For management-concerns diagram, use the following wordings:

Concerned about ....
Worried about ...
Upset about ....
Unclear how to .....
Confused about .....
Excited about ....


For theoretical frameworks, use the following wordings:

To evaluate ....
To predict ....
To understand ...
To find out more about.....
To figure out
To explain .....
To clarify .....
To refine .....


Most often, use to evaluate as the most productive choice of wording for the ALRA-based research purpose.

Sunday 4 August 2019

Geographical imagination exam revision notes 2019 consolidation 1-3


Examination revision note - #1 (on utopia) [re: question 1]


Leonie Sandercock (2002) Practicing Utopia: Sustaining Cities, disP - The
Planning Review, 38:148, 4-9, DOI: 10.1080/02513625.2002.10556791.

"Cities are neither organisms nor machines. They are flesh and stone intertwined. They are “built thought.” They are the containers of dreams and desires, hopes and fears. They are an assemblage of active historical agents making daily choices of how to live well";

"I’ve argued that in working towards more sustaining cities, we need some
new models of planning practice which expand the language of planning beyond the realm of instrumental rationality and the system world, and speak about (and develop the skills for) organizing hope, negotiating fear, and mediating memory, as well as developing the habits of a critical/analytical mind. This transformed language would reflect the emotional breadth and depth of the lived experience of cities: cities of desire, cities of memory, cities of play and celebration, cities of fear, cities of struggle";


Frank Cunningham (2010) Triangulating utopia: Benjamin, Lefebvre, Tafuri, City, 14:3, 268-277, DOI: 10.1080/13604813.2010.482268.

"The positive side of utopian thinking, that which prompted Henri Lefebvre to ask ‘Who [of progressive thinkers] is not a utopian today?’ (1996, p. 151), is its rejection of fatalistic or, as in the case of too many urban planners, politicians and architects, opportunistic acceptance of a status quo. Proactively, utopian thinking is implicated in the formulation of radical goals. As David Harvey puts it: ‘[W]ithout a vision of utopia there is no way to define that port to which we might want to sail’ (2000, p. 189). Critical urban theorists such as Harvey and Peter Marcuse react to this situation by the dual exercise of exposing ways that existing urban realities
support oppressive and exclusionary social structures and practices while at the same time projecting alternative visions. One challenge for the critical theorist is to articulate visions while avoiding the negative potentials of utopianism. A typical strategy for doing this is expressed by Marcuse. General features of a desirable future are negatively identified by reference to oppressive characteristics of the present—justice instead of injustice, community spirit instead of profit seeking, and so on—while more concrete prescriptions are ‘left to the democratic experience of those in fact implementing the vision’ (Marcuse, 2009, p. 194)";

"The critical theorist thus cannot avoid a measure of utopianism. But this raises the core challenge to all utopianisms that the more radical their visions are, the more vulnerable they become to dismissal as unrealistic. Classic utopians were not much bothered by this problem, since their aim was just to describe radically different futures leaving it to others to figure out whether or how to try attaining them. But this stance is not acceptable to the critical theorist who wants to contribute to actual urban change";

"A key concept in Lefebvre’s approach to utopianism is ‘transduction’, or the intellectual construction of possible objects. Like Tafuri, he sees utopian visions as ideologically infused, but they can also serve in an ‘experimental’
way to prompt challenges to existing structures, functions and forms, thus also challenging the ideological rigidity of exclusively structuralist, functionalist or formalist thinking (Lefebvre, 1996, pp. 151–155)";



Examination revision note - #2 (on future city, with special reference to smart city) [re: question 1]


Malene Freudendal-Pedersen 1, Sven Kesselring 2,* and Eriketti Servou. 2019. "What is Smart for the Future City? Mobilities and Automation" Sustainability 2019, 11, 221; doi:10.3390/su11010221.

"In today’s cities and regions, multiple mobilities—social, technological, geographic, cultural and digital—are at the core of new types of socio-material and cultural relationships and shape people’s everyday lives and businesses in many ways [1,2]. The rapidly moving technological developments in transportation and communication have changed cities’ pulses, their pace, and reach. The urban scale is thereby an interconnected element of the global “network society” [3,4], with new forms of social, cultural, and economic life emerging. This increase in the amount and speed of mobilities has strong impacts on ecological conditions, and, so far, no comprehensive sustainable solutions are in sight";

"The “smart cities” discourse is frequently connected to a sort of “engineering logic” aiming for optimizing the social layout, the urban infrastructure and networks, and (at least) parts of human interactions [26,27]. Often, “smart cities” are considered as coded spaces facilitating self-learning socio-technical environments grounded in IT and artificial intelligence, where software is applied to facilitate the efficient use of resources, space, infrastructure and energy, and to provide user-friendliness and sustainability [28]. Alternatively, they are seen as assemblages of technologies aimed at increasing competitiveness, administrative efficiency, and social inclusion [26,2933]. These ideas of the smart city have been strongly criticized for being an enforcement of the “technocentric planning paradigm” [22,34] where the planning of movements in cities focuses mainly on traffic, with “seamless mobility” as an almost unchallenged principle for an efficient organization of societies [35,36]. Against the background of the growing debate on smart cities, it becomes even more important to integrate the human scale and the social and cultural practice systematically in scientific analysis, planning, business models, and collaborative work on the future of urban living and working conditions";

"The debate around “smart cities” is still very dynamic and open and it lacks clear definitions and sharp distinctions. Some of the prominent concepts in the field are currently the digital, the virtual, the networked, the connected, and even the cyber city [26,4143]. Beginning in the early 2000s, many of these debates coincided with the increasingly powerful discursive framing of smart cities [26]. For some authors, the smart city discourse is concerned with developing and deploying new technologies in cities for a range of sectoral objectives [4447]. Others see the smart city as
an assemblage of technologies aimed at increasing competitiveness, administrative efficiency, and social inclusion";

"From the early 2000s onwards, the smart city discourse has become hegemonic in articulating solutions to the risks and unintended externalities of increasing demographic trends that are caused by the urbanization of the 21st century and environmental concerns about climate change [48,61]. This is based within a regime of technological innovations and the digitalization of society [65]. In this context, smart cities promise to solve urban problems (such as environmental degradation, traffic congestion, inefficient services, etc.) to increase economic prosperity. Citizen participation will be facilitated by bringing together a range of innovative technologies, infrastructure, and data management techniques";

"According to Hajer and Dassen (2014) [71], the formation of the smart cities discourse revolves around five key characteristics.
(1) The dominant concepts are smart grids, big data, efficiency, infrastructure, system, energy, monitoring, and information, which highlight a “managerial take” on cities with the new possibilities of ICT tools being applied to urban problems (ibid).

(2) Smart cities are typically discussed within “glue coalitions”, which are new cross-over forums where business, government, and knowledge institutes meet each other, but their enthusiasm has not penetrated into academic debate. These forums function as discourse coalitions that reproduce a particular way of seeing and perceiving society. Some representative examples are the “Guggenheim lab” organized by BMW, the Crystal pavilion in London built by Siemens to showcase the future of the smart city or the Inzell Initiative, which is a cooperation between the State Capital of Munich and the BMW Group [71].

(3) The smart cities discourse is often being institutionalized through liberal practices, such as public-private partnerships. As part of this shift from public service and infrastructure to public-private partnerships, the way in which consumers pay for their urban services is likely to change and public works will be replaced by a “pay per” approach [57]. While this change might provide a fertile ground for urban entrepreneurship, it ignores how cities work sociologically and politically, and how particular understandings of smart cities relate to the existing system of governance [72].

(4) Within the smart city discourse innovation gets approached mainly as a technological matter. Often, its protagonists neglect the social complexity of urban environments and the contested nature of regional and local debates and decision-making. The move from problem to solution is frequently made too fast and it leaves very little time for debate. In other words, the conditions under which the future of sustainable cities has to be achieved are not discussed adequately [71].

(5) Finally, the smart city discourse lacks historical sensitivity and awareness. Case studies show that it often fails to articulate why things are the way they are. Urry (2016) [73] points out that missing knowledge and awareness of historical developments very often are the reason for failure
in urban and technology policies. This attitude reproduces the technocratic planning regime of modernity, where positivist ideas, rationalism, functionalism, and the universal power of generic optimal solutions based on quantitative models were dominant";



Examination revision note - #3 (on divided city) [re: question 4]
Compiled by Joseph, K.K. Ho, dated August 4, 2019

PETER MARCUSE. 1993. "What’s So New About Divided Cities?" International Journal of Urban and Regional Research, Wiley.
"... the city may be seen as divided roughly into the following quarter:
(1) Luxury housing, not really part of the city but enclaves or isolated buildings, occupied by the top of the economic, social, and political hierarchy.
(2) The gentrified city, occupied by the professional-managerial-technicalg roups, whether yuppie or muppie without children.
(3) The suburban city, sometimes single-family housing in the outer city, other times apartments near the centre, occupied by skilled workers, mid-range professionals, upper civil servants.
(4) The tenement city, sometimes cheaper single-family areas, most often rentals, occupied by lower-paid workers, blue- and white-collar, and generally (although less in the United States) including substantial social housing.
(5) The abandoned city, the end result of trickle-down, left for the poor, the unemployed, the excluded, where in the United States home-less housing for the homeless5 is most frequently located"

"These felt divisions in the residential city are roughly paralleled by divisions in the economic city:
(1) The places of big decisions include a network of high-rise offices, brownstones or older mansions in prestigious locations, but are essentially locationally not circumscribed; it includes yachts for some, the back seats of stretch limousines for others, airplanes and scattered residences for still others.
(2) The city of advanced services, of professional offices tightly clustered in downtowns, with many ancillary services internalized in high-rise office towers, heavily enmeshed in a wide and technologically advanced communicative network.
(3) The city of direct production, including not only manufacturing but also the production of advanced services, in Saskia Sassen’s phrase; government offices, the back offices of major firms, whether adjacent to their front offices or not, located in clusters and with significant agglomerations but in varied locations within a metropolitan area - sometimes, indeed, outside of the central city itself.
(4) The city of unskilled work and the informal economy, small-scale manufacturing, warehousing, sweatshops, technically unskilled consumer services, immigrant industries, closely intertwined with the cities of production and advanced services and thus located near them, but separately and in scattered clusters,6 locations often determined in part by economic relations, in part by the patterns of the residential city.
(5) The residual city, the city of the less legal portions of the informal economy, the city of storage where otherwise undesired (NIMBY) facilities are located, generally congruent with the abandoned residential city";


Mehdiabadi, Parisa Mard (2015). "Divided Cities," Agora Journal of Urban Planning and Design, 118-126.

"Architecture is entangled in a web of political, social, cultural, and economic powers. As a spatial practice, architecture has the capacity to reallocate cultural powers and to constructively contribute to social change. In divided cities, however, architecture is misused as an ultimate method of containing and managing intercommunal tensions. Giving physical form to fear and misunderstanding, these constructs only sustain and exacerbate long-standing problems, since “physical partition often affirms local assumptions about persecution and encourages one ethnic community to antagonize another” (Calame, 2009, p. 5). Division of the urban fabric destroys the essence of place, hinders communal identity and sustains distrust as competing groups manipulate images of the city and historical past for their own benefit. Intercommunal tension cannot and should not be addressed by erecting of walls, fences, and no man’s lands, but rather through open dialogue and exchange. Although divided cities are not prevalent in urban history, they represent the power of architecture as a cultural agency and demonstrate how, if misused, they can lead to urban dysfunction and permanent division";

"Historically, the purpose of city fortification has been twofold: to provide passive security against external threats and to inhibit the social assimilation that usually accompanies a dense and cooperative urban environment. Although creating a wall around a city helps with the physical definition of a community, it also has the power to divide because it draws a distinction between those within and outside of the city. As Lewis Mumford noted, “physical barricades have historically provided a functional separation between civilized and uncivilized domains for resident communities” (Mumford, 1960, p. 54). The city boundary emphasizes social hierarchy and sustains prejudice and mistrust among community members";

"Similar to city walls, permanent or temporary partitions in divided cities are constructed out of fear and distrust among different ethnic and/ or social groups. In the case of Cyprus, the Green Line is a de facto international boundary between the self-proclaimed but unrecognized Turkish Republic of Northern Cyprus and the Greekspeaking Cypriots in the south. The partition line is about ten kilometers long and varies in width between twenty meters and four meters as it runs through the urban and suburban terrain. “We are destined to get worse, not better, for as long as there is the concept of fear and siege. So if fear is, at the core, the most dangerous emotion… then remove the fear. Now, how do you do that? Is it done by walls? Is it done by education? Is it done by being inventive about how you share the land? I’m not sure that I have any of the answers – plenty of the questions.”  ...";

"As cities reflect local demographics in spatial form, each city can be perceived on a continuum between perfect spatial integration and complete segregation. As an example of a divided city, Nicosia, capital of Cyprus, reflects total spatial segregation between its two ethnic groups. Intercommunal rivalry in Nicosia frayed the normal urban functioning, resulting in a complete schism along its east-west ethnic fault-line";


Marco Allegra1*, Anna Casaglia2 and Jonathan Rokem3. 2012. "The Political Geographies of Urban Polarization: A Critical Review of Research on Divided Cities" Geography Compass 6/9 (2012): 560–574, 10.1111/j.1749-8198.2012.00506.x.

"In the last few decades, a growing interest has surrounded the urban dimension of conflicts. The concept of the ‘‘divided city’’, in particular, has been employed to describe a wide range of political, economic and social cleavages in the urban sphere and their spatial manifestation";

"The contemporary metropolis is characterised by new forms of closure and exclusion (Wacquant 1996, 2008) and increasing social, economical, and political fragmentation (Sassen 2001); it appears ‘‘to be manifesting as an intensely uneven patchwork of dystopian spaces that are [] physically
proximate but institutionally estranged’’ (MacLeod and Ward 2002). The body of academic contributions on the subject of divided cities implicitly supports the guiding hypothesis of this review article: that, in Haim Yacobi’s words, ‘‘in the present global context, more and more cities are becoming polarized, ghettoized and fragmented in surprisingly similar ways’’ (Yacobi 2009, preface). Yacobi’s observation points to the problem of understanding what kind of conditions produce spatial polarization and how different kinds of conflict intertwine in the same cities";

"The common emphasis on the idea of ‘‘divided city’’ hides a great variety of definitions, approaches and methodologies, and covers a wide range of investigations. The literature on world cities investigated how the process of globalization and economic restructuring creates spatial polarization in the urban structure (Castells and Mollenkopf 1991; Fainstein et al. 1992; Sassen 1991), while other authors focus on the ‘‘wounds’’ inflicted by economic asymmetries and state-violence – as well as the processes of recovery of the urban systems (Schneider and Susser 2003; Till 2012). Other contributions underlined how socioeconomic and cultural cleavages result in phenomena of residential segregation (Massey 1996; Massey and Denton 1993; Philips 2007; Scho¨nwa¨lder 2007) or privatization of urban space (Atkinson & Blandy 2006; Glasze et al. 2002, 2006; McKenzie 1994).

Violence and fear are entangled with processes of social change in contemporary cities generating new forms of spatial segregation (Atkinson et al. 2004; Caldeira 1996, 2000); in turn, spatial inequalities tend to reinforce social inequalities (Skop 2006). Many authors have interpreted this trend as the progressive demise of a more integrated model of urban development in favour of a fragmented patchwork of impoverished ghettoes and affluent enclaves (Davis 1990; Graham and Marvin 2001), while others have observed the delicate and often controversial role played by urban planning and artefacts in framing the encounter of groups and communities (Bollens 2009; Brand 2009; Healey 1997; Sandercock 1998; Yiftachel 1998)";