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The purpose of the UNESCO World Heritage Convention is to protect the global merit good of cultural and natural heritage of outstanding universal value for humanity. Many observers, however, have suggested that this international organization is subject to politicization as the selection process of sites on the World Heritage List is increasingly driven by countries' political influence and national strategic interests. This article explores this possibility quantitatively by analyzing a unique dataset containing information from the summary records of the UNESCO World Heritage Committee's sessions over the 2003-2012 period. Focusing on the difference between technical experts' recommendations and Committee final decisions on new additions to the List, our empirical analysis addresses four main theoretical questions: (i) Does the World Heritage Committee follow the advisory bodies' recommendations for the evaluation of heritage sites? ii) Does Committee membership or size of national delegations influence the addition of sites to the List or an upgrade of the initial technical evaluations? iii) Is the Committee's decision regarding the selection of World Heritage sites driven by a country's political and economic power? iv) Do close political and economic relationships between countries influence Committee members' behavior? The paper contributes to Public Choice literature on international organizations by providing new evidence on the role of political and economic interests in decision making concerning global merit goods.

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This article provides an empirical investigation of the effects of the ownership and organizational structure on the performance of cultural institutions. More specifically, we consider how museums are effective in their function of disseminating culture to audiences and contributing to the local development. By exploiting a unique data set based on the 2011 census of Italian museums, we develop indexes of accessibility, visitors' experience, web visibility and promotion of the local cultural context. Using count data models, we regress such measures on the type of organization. We distinguish between governmental museums, public museums whose administration is either outsourced or has financial autonomy and private museums. We control for the most salient characteristics of a museum, competition pressure and some proxies of potential audience. Our evidence shows that private museums, public museums with financial autonomy and outsourced museums outperform public museums run as sub-units of culture departments. This paper contributes to the cultural economics, policy and public administration literature by adding insights into the effect of outsourcing and administrative decentralization in the public cultural sector.