Abstract
Managing an archaeological, historical and cultural heritage is a challenging task, due to the outstanding universal value of such sites and the involvement of several organizations and multiple stakeholders in their management. The aim of the chapter is to carry out an analysis of the different challenges surrounding the managing of a cultural and historical World Heritage Site (WHS) and the difficulties stakeholders face in developing a coherent, integrated and pluralistic policy of governance. The authors present the case of Aquileia WHS to examine its complex governance and discuss practices to resolve conflicts in order to achieve a homogeneous and coherent management of the site and its universally recognized beauties. This study is based on field research (2009–2011 and 2012–2014), with data collected through participant observation, in-depth interviews, and analysis of official documents. The chapter provides readers with some of the challenges within the management of the cultural industry sector, especially in relation to a multidimensional cultural heritage WHS, thereby enriching academic discussion and providing practical implications for management within the cultural sector and within other industries.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Alvesson, M., & Sköldberg, K. (2009). Reflexive methodology. London: Sage.
Alvesson, M., Bridgman, T., & Willmott, H. (Eds.). (2009). The Oxford handbook of critical management studies. Oxford: Oxford University Press.
Bonini Baraldi, S. (2007). Management, beni culturali e pubblica amministrazione. Milano: Franco Angeli.
Callon, M. (Ed.). (1998). The laws of the markets. Oxford: Blackwell.
Carlile, P. R., Nicolini, D., Langley, A., & Tsoukas, H. (Eds.). (2013). How matter matters. Objects, artifacts, and materiality in organization studies. Oxford: Oxford University Press.
Casini, L. (2016). Ereditare il futuro. Dilemmi sul patrimonio culturale. Bologna: Il Mulino.
Chapman, C. S., Cooper, D. J., & Miller, P. B. (Eds.). (2012). Accounting, organizations, and institutions. Oxford: Oxford University Press.
Czarniawska, B. (1997). Narrating the organization. Chicago: Chicago University Press.
Garfinkel, H. (1967). Studies in ethnomethodology. Prentice Hall, NJ: Englewood Cliffs.
Gherardi, S. (2012). How to conduct a practice-based study. Problems and methods. Chaltenham: Edward Elgar.
Knorr-Cetina, K. (1997). Sociality with objects: Social relations in postsocial knowledge societies. Theory Culture and Society, 14(4), 1–43.
Latour, B. (2005). Reassembling the social. Oxford: Oxford University Press.
Marcus, G. E., & Fischer, M. M. J. (1999). Anthropology as cultural critique. Chicago: Chicago University Press.
Miller, P., & Power, M. (2013). Accounting, organizing, and economizing: Connecting accounting research and organization theory. Academy of Management Annals, 7(1), 557–605.
Miller, P., & Rose, N. (2008). Governing the present. Malden: Polity Press.
Nicolini, D. (2012). Practice theory, work & organization. Oxford: Oxford University Press.
Nicolini, D., & Monteiro, P. (2016). The practice approach in organizational and management studies. In A. Langley & H. Tsoukas (Eds.), The Sage handbook of process organization studies (chapter 7). London: Sage.
Nicolini, D., Mengis, J., & Swan, J. (2012). Undestanding the role of objects in cross-disciplinary collaboration. Organization Science, 23(3), 612–629.
Olsen, B. (2013). In defense of things. Archaeology and the ontology of objects. Plymouth: AltaMira Press.
Seo, M.-G., & Creed, W. E. D. (2002). Institutional contradictions, praxis, and institutional change: A dialectical perspective. Academy of Management Review, 27(2), 222–247.
Settis, S. (2002). Italia S.P.A. Turin: Einaudi.
Star, S. L., & Griesemer, J. R. (1989). Institutional ecology, ‘translation’, and boundary objects: amateurs and professionals in Berkeley’s museum of vertebrate zoology. Social Studies of Science, 19(3), 387–420.
Van Maanen, J. (1988). Tales of the field: On writing ethnography. Chicago: University of Chicago Press.
Zan, L. (2006). Managerial rhetoric and arts organizations. New York: Palgrave MacMillan.
Zan, L., Bonini Baraldi, S., Lusiani, M., Shoup, D., Ferri, P., & Onofri, F. (2015). Managing cultural heritage. An International research perspective. Farnham: Ashgate.
Acknowledgments
This work was supported by a grant from the Fondazione Aquileia, Italy (2009).
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2018 Springer International Publishing AG
About this chapter
Cite this chapter
Crisci, F., Gon, M., Cicero, L. (2018). Managing a World Heritage Site in Italy as Janus Bifrons: A “Decentralized Centralization” Between Effectiveness and Efficiency. In: Innerhofer, E., Pechlaner, H., Borin, E. (eds) Entrepreneurship in Culture and Creative Industries. FGF Studies in Small Business and Entrepreneurship. Springer, Cham. https://doi.org/10.1007/978-3-319-65506-2_17
Download citation
DOI: https://doi.org/10.1007/978-3-319-65506-2_17
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-65505-5
Online ISBN: 978-3-319-65506-2
eBook Packages: Business and ManagementBusiness and Management (R0)