Urban regeneration projects are increasingly used as cities face complex problems and challenges involving economic, social, and environmental issues. Such projects are marked by considerable complexity given the variety of actors involved and the diversity of their claims. A challenge, however, emerges as to how engage such actors and integrate their varied inputs with various administrative and organizational constraints, leading projects that are both participated and well implemented. This article analyzes how such challenge was practically tackled by a municipal administration managing a small-scale, public-led urban regeneration project in Reggio Emilia, Italy. Drawing on a strategy-as-practice perspective, our qualitative study illuminates the strategizing process and practices through which public officials can achieve project closure by balancing participation and constraints, contributing to the literature on collaborative urban regeneration projects and discussing the role of municipal officials in this light.
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