Urban Regimes and Leadership in Detroit

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Abstract
The concept of urban regime has emerged as a widely used instrument to explore the responses of local leaders to processes of change. This study of regime building in Detroit during the long period of Coleman Young's mayoralty, contrary to some previous studies, shows how problems of cooperation between private and public leaders have been only partially overcome in Detroit. The key contribution of regime theory is its focus on the problems of collective organization and action. In Detroit, an effective public-private partnership has not emerged, and the authors examine the consequences. They conclude by examining the neglected issue of regime succession and by presenting a formal schema of the process of regime transition.

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