Creating engagement in planned ecosystems: a case study on innovation districts

Innovation is an intrinsically social human endeavour. It relies on the interplay between people and ideas, populations and problems, advancing solutions through the intersection of individual and collective agency. The places where innovation happens are characterised by the colocation and connection of actors, and via the agglomeration of resources. However, the task of creating innovative places is distinct from the observation of successful global exemplars – it requires a deeper understanding of the labours and processes involved, and how these effect their outcomes. Innovation districts represent an emergent form of planned agglomeration that anticipates a milieu rich with collaborative potential, entrepreneurial energy and knowledge exchange, however, the actual mechanisms and processes by which they create that interaction remain insufficiently defined. This paper explores the processes of creating engagement in a single case study of two innovation districts in the city of Adelaide, South Australia. It explores opposing dimensions of spontaneity and planning and unpacks the instigation of engagement. Through qualitative case study research, the paper reveals a complex interplay of processes generating engagement, with activities often serving multiple intended outcomes and compounding benefits through overlap. It seeks to identify whether engagement is spontaneous or planned and purposefully driven, and to test the idea of a ‘connective capacity’. The paper offers actionable lessons for the management and governance of innovation districts, relevant to policymakers, site coordinators and firm managers seeking to maximise the value of these environments.