Leadership, governance and knowledge in an enterprising place: the case of Brainport Eindhoven in the Netherlands.

Purpose This chapter addresses the question how entrepreneurial synergies can be stimulated in places by leadership and network governance in the context of the knowledge economy. The chapter not only analyses the role of leadership in a regional case in the Netherlands, but also assesses to what extend place-based characteristics play a role. Methodology/approach The chapter is based on a case-study-analysis of the region Brainport Eindhoven. Data were collected via 27 interviews in 2 rounds (in 2008 and in 2012), and retrieved from academic literature, case documents and governmental plans. Findings This chapter shows the importance of knowledge leadership in creating entrepreneurial synergies in the region Brainport Eindhoven. Entrepreneurial synergies is defined here as the creation of governance conditions and a context for effective entrepreneurial activities and regional co-operation between entrepreneurs, to enhance innovation. The socio-spatial quality of this place, path-dependency and the establishment of a regional regime explain the clustering of high-tech firms in a context of pro-active policy support, embedded in a cultural tradition of public–private co-operation. Key-persons of the private sector, science, and government enabled the development by taking initiative, co-operating, framing issues and aligning people around the agenda of Brainport. Practical implications The chapter gives insights on how leaders can enhance entrepreneurial synergies rooted in place-based assets and characteristics, by using network power, resources, ‘windows of opportunity’ and by linking ideas, inspiration and individuals from different strands of the triple-helix. Social implications Revealing normative leadership lessons – how leadership is enacted in ‘everyday’ practice – may also allow us to explain, at least to some limited extent, why some localities are able to adapt to the ever changing social and economic conditions of the modern world, and are successful in creating entrepreneurial synergies. Beyond this, deeper critical appreciations provide us with insights into the interplay between leadership, power and resources – and shed light on the questions of why and for whom economy and society are ‘organised’, in different places and at different times. Originality/value of chapter The chapter offers new insights in the importance of place and the leadership dimension in the context of the continuing debate around the effectiveness of sub-national economic development policy for the so-called ‘knowledge era’