Responding to Rapid and Unexpected Retail Innovations: Planning Retail Resilience
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Abstract
Retail areas within cities have traditionally not only satisfied the demands for various goods and services, but also promoted community sustainability and healthy lifestyles. Since the end of World War II (WWII), retail innovations have occurred rapidly and unexpectedly. In retail development, economic efficiency is highly prioritized over other functions, in opposition to sustainable development. In retail planning, a communicative approach frequently results in the public responses by “Not In My Back Yard” sentiments, contradicting the projected cooperation between different stakeholders. This research implements the resilience theory to tackle the shocks created by these rapid and unexpected retail changes, based on a comparative case of Edmonton (Alberta, Canada) and Portland (Oregon, USA). Primarily through interviews with senior planners in both cities, it is found that adaptive retail management, polycentric retail planning, a well-informed public, and the use of consensus building could better stimulates resilient retail outcomes.