This chapter deals with a case study located in the context of cultural heritage industry. The organization under scrutiny is a Regional entity for Cultural Heritage acting in one of the Italian Southern Regions, established in 2003. Since 2016, the organization under scrutiny was transformed into an in-house company entirely controlled by the regional government, switching from a public-private company to a company whose sole shareholder is the Region. In this chapter, we analyse the organizational hybridity from a twofold perspective: first, with reference to forms of governance model, and, second, we witness the paradox of a publicly owned organization which had to work in dynamic and project-oriented settings and under “private” constraints and regulations, while adhering to a more rigid regulative framework typical of public contexts.

Hybrid Organizations in the Italian Regional Context: A Case Study from the Cultural Heritage Industry

Paolo Canonico;Stefano Consiglio;Gianluigi Mangia;Marcello Martinez;Mario Pezzillo Iacono
2019

Abstract

This chapter deals with a case study located in the context of cultural heritage industry. The organization under scrutiny is a Regional entity for Cultural Heritage acting in one of the Italian Southern Regions, established in 2003. Since 2016, the organization under scrutiny was transformed into an in-house company entirely controlled by the regional government, switching from a public-private company to a company whose sole shareholder is the Region. In this chapter, we analyse the organizational hybridity from a twofold perspective: first, with reference to forms of governance model, and, second, we witness the paradox of a publicly owned organization which had to work in dynamic and project-oriented settings and under “private” constraints and regulations, while adhering to a more rigid regulative framework typical of public contexts.
978-3-319-95485-1
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/11588/748037
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