Abstract
This article investigates how decision-making processes relating to strategic urban projects are framed in order to achieve innovative urban developments. Three dimensions of framing are analysed: the cognitive framing, the framing of alliances in the metroplitan action space and the framing of the democratic process. The crux for success is in organising interconnectivity between the dimensions of framing in a multi-actor and multilevel context. The model's assumptions are tested by an application to four of Europe's largest urban projects under construction.
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