Hybrid Organizations in the Italian Regional Context: A Case Study from the Cultural Heritage Industry
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.
KeywordsCultural heritage industry Hybridity Human resources Governance Project-oriented settings
- Bertacchini, Enrico, Chiara Dalle Nogare, and Raffaele Scuderi. 2016. The Organization of Public Service Provision and Service Quality: The Case of Museums. Research paper.Google Scholar
- Skelcher, Chris. 2005. Public Private Partnership and Hybridity. In The Oxford Handbook on Public Management, ed. E. Ferlie, L.E. Lynn Jr., and C. Pollitt, 347–390. Oxford: Oxford University Press.Google Scholar
- Yin, Robert K. 2003. Case Study Research: Design and Methods. Thousand Oaks, CA: Sage.Google Scholar