Managerial Rhetoric and Arts Organizations

Zan, Luca

doi:10.1057/9780230624801

Cited by 52 publications

(46 citation statements)

References 7 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…More than (in addition to) money, it was a qualified professional team (selected and hired outside public procedures) and more flexible administrative conditions (in particular procurement ones, that were freed from Italian public law obligations). This echoes what has been already addressed in the whole debate on désétatisation (more than privatization: see Hemel and van der Wielen 1997;Zan 2006), wherein the issue is trying to couple public ownership and private law-regulated managing entities ('publicly owned and privately run', where private does not necessarily mean for-profit but refers more in general to the legal regime). In our specific case, for instance, the holistic approach introduced by HCP in Phase 2 (by problems more than buildings) was not a mere issue of technical preference.…”

Section: Implications For the Ppp Literaturesupporting

confidence: 55%

See 1 more Smart Citation

Partnerships for heritage conservation: evidence from the archeological site of Herculaneum

Ferri

Zan

2015

J Manag Gov

Self Cite

View full text Add to dashboard Cite

In the present paper, we investigate the Herculaneum Conservation Project (HCP), a partnership agreement between one public and two non-profit actors aimed at improving the conservation of the archeological site of Herculaneum. The study is motivated by different elements of interests. First, although HCP has been defined by UNESCO as a significant case study for private-public partnership (PPP) in the cultural heritage sector, its financial and organizational aspects are still under-investigated. Second, and quite paradoxically, an analysis of HCP through the lenses of PPP literature reveals its distinctive nature-i.e. more a borderline case than a typical example of PPP. Third, the presence of a similar archeological site nearby Herculaneum-i.e. Pompeii, also defined as a Herculaneum sister city-allows a thorough assessment of the benefit of the partnership scheme in a counterfactual logic. Through the study, we complement the current debate on partnerships in the heritage field, we report on an atypical experience of partnership, and we problematize the rationale of this governance solution within the Italian public sector.

show abstract

Section: Implications For the Ppp Literaturesupporting

confidence: 55%

“…This is a specific form of the notion of 'hidden deficit' observed byZan (2006) at the British Museum. Within the public sector, a 'hidden deficit' is observed when the physical conditions of infrastructures decreases over the years due to underspending in maintenance.…”

mentioning

confidence: 88%

Partnerships for heritage conservation: evidence from the archeological site of Herculaneum

Ferri

Zan

2015

J Manag Gov

Self Cite

View full text Add to dashboard Cite

show abstract

“…One could argue that this finding would echo the critical views of much of the literature on the shortcomings of managerialism, speaking about decoupling between discourse and practice, or about rhetorical rather than effective change, when public sector management reforms are considered, and criticizing the power of managerial reforms in concretely shaping the traditional beliefs and practice in public administrations (Stewart & Walsh, 1992;Gherardi & Jacobsson, 2000;Panozzo, 2000, McNultie & Ferlie, 2004Zan, 2006). However, this is true only in part: this paper shows the failure of formal planning as a system for formal decision making, but not because of an immobility of the traditional beliefs in the professional practice; on the contrary, it seems that some changes in the professional practice have taken place, but some organizational processes have not changed accordingly, or at least not completely.…”

Section: Discussionmentioning

confidence: 89%

Formal Planning and the Reshaping of Public Sector Professional Work

Lusiani

2013

SSRN Journal

View full text Add to dashboard Cite

Abstract:This paper deals with the 'managerialization' of public sector professional work. Specifically, it will focus on the role of formal planning practices (as expressed in strategic planning, project management and budgeting practices) in changing public sector professional work. Planning and accounting are at the heart of public sector reforms, responding to a logic of having public service professionals transparent on what they do, on how they pursue their goals, and accountable on the use of resources and on results. Thus planning and accounting practices have been transferred from private sector management models to public, professional organizations. Yet public sector professional organizations can be conceived as a pluralistic setting characterized by diffuse power, fragmented objectives and knowledgebased and are deeply embedded in public administration regulatory logics: how can management models deriving from private, hierarchical firms be applied to the specificities and complexities of public, pluralistic settings? What is the specific meaning of formal planning practices in such complex contexts? Based on a qualitative, single case study design, this paper will show how the planning system (in its manifestation of strategic planning, project management and budgeting) applied in a public hospital apparently 'fails' when its deliberate role of serving as a tool for decisions is considered. Yet it is widely in use and widely accepted by professionals as well. Conclusions on the value of formal planning when other emergent roles are taken into account will be discussed.

show abstract

“…During the 1990s, the introduction of economic and managerial knowledge in cultural and arts organizations was extensively debated in disciplines such as economics (Moore, 1968;Throsby and Whiters, 1979;Peacock et al, 1982;Baumol and Baumol, 1985;Di Maggio, 1991;Frey, 1994;Towse, 1997;Caves, 2000), curatorship (Wilson, 1989;Boylan, 1992;Moore, 1994;Janes, 1995;Edwards, 1996;Van Hemel and Van der Wielen, 1997;Cannon-Brookes, 1998;Bennett, 2001), and management studies (Nantel and Colbert, 1992;Carnagie and Wolnizer, 1996;Rentschler and Potter, 1996;Christiansen and Skaerbaek, 1997;Fitzgibbon and Kelly, 1997;Clarke et al, 1999;Gilhespy, 1999;Botti, 2000;Zan, 2002Zan, , 2006; see Mariani and Zan, 2011, p. 118 for a review). This was part of a broader debate concerning the transfer (some would prefer the word 'colonization') of managerial practices and economic discourses from the private to the public sector that was taking place under the pressures of New Public Management policies, which promoted a smaller public sector and focused intensively on efficiency and continuous improvement (Gruening, 2001;Pollitt, 2001;Lapsley, 2008).…”

Section: Introductionmentioning

confidence: 99%

“…agencies and bodies with various degrees of autonomy over intermediate and operational levels -was one of the main innovations introduced in order to translate NPM ideas into practice (Christensen and Laegreid, 2006;Verhoest et al, 2004;Fedele et al, 2007;Hyndman et al, 2013). Within the cultural sector, scholars have studied the creation of independent trusts for managing museums (Roodhouse, 2000;Zan, 2006), the transfer of authority over cultural services from government agencies to non-profit organizations (Cavenago et al, 2002), the Critical Perspectives on Accounting xxx (2013) In September 1997, an ad hoc law (Law no. 352/1997) gave the archaeological site of Pompeii a new status.…”

Section: Introductionmentioning

confidence: 99%