Abstract
Recent work on local governance has identified at least two differences between British and North American cities: the lack of formation of business coalitions in Britain; and the role of central government agencies in incorporating the private sector, in British cities. Whilst literature has developed these points of difference in isolation, we advocate a synthesis. Central to this synthesis must be the concept of local dependence. In this paper we develop a framework through which this concept can be operationalised. We explore these issues in the context of one particular public‐private partnership in Glasgow — the Glasgow Operatives Club.
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