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

  • Paolo CanonicoEmail author
  • Mario Pezzillo Iacono
  • Marcello Martinez
  • Gianluigi Mangia
  • Stefano Consiglio


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.


Cultural heritage industry Hybridity Human resources Governance Project-oriented settings 


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Copyright information

© The Author(s) 2019

Authors and Affiliations

  • Paolo Canonico
    • 1
    Email author
  • Mario Pezzillo Iacono
    • 2
  • Marcello Martinez
    • 2
  • Gianluigi Mangia
    • 1
    • 3
  • Stefano Consiglio
    • 4
  1. 1.Department of Economics, Management, InstitutionsUniversity of Napoli Federico IINapoliItaly
  2. 2.Department of EconomicsUniversity of Campania Luigi VanvitelliCapuaItaly
  3. 3.Department of ManagementScuola Nazionale dell’Amministrazione (SNA)RomeItaly
  4. 4.Department of Social SciencesUniversity of Napoli Federico IINapoliItaly

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