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

Paolo Canonico (), Mario Pezzillo Iacono (), Marcello Martinez (), Gianluigi Mangia () and Stefano Consiglio ()
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Paolo Canonico: University of Napoli Federico II
Mario Pezzillo Iacono: University of Campania Luigi Vanvitelli
Marcello Martinez: University of Campania Luigi Vanvitelli
Gianluigi Mangia: University of Napoli Federico II
Stefano Consiglio: University of Napoli Federico II

Chapter 9 in Managing Hybrid Organizations, 2019, pp 179-197 from Springer

Abstract: 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.

Keywords: Cultural heritage industry; Hybridity; Human resources; Governance; Project-oriented settings (search for similar items in EconPapers)
Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-319-95486-8_9

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DOI: 10.1007/978-3-319-95486-8_9

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