Abstract
The scientific literature highlights the positive relationship between specific features of the LEADER approach and increases in social capital at the territorial level. This chapter proposes the results of the assessment carried out in the Sulcis Iglesiente Capoterra e Campidano di Cagliari LAG, in the Sardinia Region. Specifically, the results show how, on the one hand, the Regional Managing Authority played a central role in sustaining widespread participation of different stakeholder groups. On the other hand, strong delays accumulated by the Paying Agency, combined with the presence of powerful clusters within the network, weakened local actors’ expectations towards the LAG.
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Notes
- 1.
Regulation EC No. 1698/2005 Art. 53.
- 2.
Regulation EC No. 1698/2005 Art. 55.
- 3.
As described in Part III, it was useful to normalise the values of indicators for aggregation and comparison. In this chapter, the values of the indicators have not been normalised, unless otherwise stated. Also the values of the indicators are expressed as a (1) percentage or (2) range. Various ranges have been used in the study depending on the indicator. In the chapter, the range will usually vary from 1 to 4, unless otherwise specified.
- 4.
Regulation EC No. 1698/2005 Art. 62–63.
- 5.
AGEA stands for “Agenzia per le erogazioni in agricoltura”, that is, Agency for Payments in Agriculture.
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Di Napoli, R., Muscas, F. (2017). LEADER and Social Capital in Sardinia: The Case Study of the Sulcis Iglesiente Capoterra E Campidano Di Cagliari Local Action Group. In: Pisani, E., Franceschetti, G., Secco, L., Christoforou, A. (eds) Social Capital and Local Development. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-54277-5_17
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DOI: https://doi.org/10.1007/978-3-319-54277-5_17
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