Badia, Francesco (2011): Contents and Aims of Management Plans for World Heritage Sites: Managerial Analysis with a Special Focus on the Italian Scenario. Published in: Journal of Cultural Policy and Management , Vol. 1, No. 1 : pp. 40-49.
Preview |
PDF
MPRA_paper_36686.pdf Download (146kB) | Preview |
Abstract
This paper aims to discuss the use of management tools for the UNESCO World Heritage sites. In particular, it focuses on the specific tool of the “management plan”. We have carried out a three dimension research project: 1) Analysis and development of a strong theoretical background, in order to consider the economic and managerial dimension of the management plans, even from the perspective of cultural tourism; 2) Deep study of Italian state of the art about use and application of management plans by the organizations managing World Heritage sites; 3) Comparison among some national and international case studies, in order to get empirical evidences which could be useful for theoretical considerations, regarding the general management system of the World Heritage sites. These first phases of research highlight the necessity for further studies in the next years. Notwithstanding, we are able to evidence some elements that can lead the next steps of drafting and monitoring the management plans. The final goal of these processes should be the realization of effective management systems for cultural and natural heritage. The most important points to be considered are: - The awareness of the absence of a unique “model” for every kind of UNESCO site; as far as this aspect is concerned, the aim should be the study and application of general guidelines that could be applied to different situations; - The necessity to realize a real sharing among all the stakeholders of the site with regard to vision, mission and strategies that should be implemented; - The introduction of performance measurement systems, to get both support to the management and accountability to the community.
Item Type: | MPRA Paper |
---|---|
Original Title: | Contents and Aims of Management Plans for World Heritage Sites: Managerial Analysis with a Special Focus on the Italian Scenario |
Language: | English |
Keywords: | UNESCO World Heritage; Management Plan; Performance Measurement |
Subjects: | Z - Other Special Topics > Z1 - Cultural Economics ; Economic Sociology ; Economic Anthropology > Z19 - Other O - Economic Development, Innovation, Technological Change, and Growth > O2 - Development Planning and Policy > O29 - Other Z - Other Special Topics > Z1 - Cultural Economics ; Economic Sociology ; Economic Anthropology > Z10 - General O - Economic Development, Innovation, Technological Change, and Growth > O1 - Economic Development > O19 - International Linkages to Development ; Role of International Organizations M - Business Administration and Business Economics ; Marketing ; Accounting ; Personnel Economics > M1 - Business Administration > M10 - General |
Item ID: | 36686 |
Depositing User: | Francesco Badia |
Date Deposited: | 21 Feb 2012 11:34 |
Last Modified: | 27 Sep 2019 11:27 |
References: | ANSELMI L., (1993), Il processo di trasformazione della pubblica amministrazione. Il percorso aziendale, Torino: Giappichelli. BAUMOL W.J., BOWEN W.G., (1966), Performing arts: the economic dilemma, New York: The MIT Press. BRUNETTI G., (edited by), (2000), I teatri lirici. Da enti autonomi a fondazioni private, Milano: Etas. BRUNETTI G., FERRARESE P., (2009), Il reporting direzionale delle aziende di spettacolo, in RISPOLI M., BRUNETTI G., (edited by), Economia e management delle aziende di produzione culturale, Bologna: Il Mulino, pp. 387-410. CHONG D., (2002), Arts Management, London: Routledge. COLBERT F., (2001), Marketing culture and the arts, Montreal: Presses HEC. DONATO F., (2004), Il management dei teatri lirici. Ricerca degli equilibri e sistemi di misurazione, Milano: Franco Angeli. DONATO F., VISSER A.M., (2010), Il museo oltre la crisi: dialogo fra museologia e management, Milano: Mondadori Electa. DUNLEAVY P., (1994), The Globalization of Public Services Production: Can Government be 'Best in World’?, Public Policy and Administration, vol. 9, no. 2, pp. 36-64. ECCLES R.G., (1991), The Performance Measurement Manifesto, Harvard Business Review, January - February, pp. 131-137. GRAY R., OWEN D., ADAMS C., (1996), Accounting and Accountability. Changes and Challenges in Corporate Social and Environmental Reporting, London: Prentice Hall. GUTHRIE J., HUMPHREY C., JONES L.R., OLSON O., (2005), International public financial management reform: progress, contradictions, and challenges, Greenwich: Information Age Publishing. HOOD C., (1991), A Public Management for All Season?, Public Administration, vol. 69, n. 1, pp. 3-19. JACKSON P., (1991), Performance Indicators: Promises and Pitfalls, in PEARCE S., (edited by), Museum Economics and Community, London: Athlone, pp. 41-64. KAPLAN R.S., COOPER R., (1998), Cost & Effect. Using Integrate Cost Systems to Drive Profitability and Performance, Boston: Harvard Business School Press. KAPLAN R.S., NORTON D.P., (1992), The Balanced Scorecard. Measures That Drive Performance, Harvard Business Review, January - February, pp. 71-79. KAPLAN R.S., NORTON D.P., (1993), Putting the Balanced Scorecard to Work, Harvard Business Review, September - October, pp.134-142. KAPLAN R.S., NORTON D.P., (2001), The Strategy Focused Organization. How Balanced Scorecard Companies Thrive in the New Business Environment, Harvard Business School Press: Boston. KAPLAN R.S., NORTON D.P., (2003), Strategy Maps. Converting Intangible Assets into Tangible Outcomes, Boston: Harvard Business School Press. KAPLAN R.S., NORTON D.P., (2006), Alignment. Using the Balanced Scorecard to Create Corporate Synergies, Boston: Harvard Business School Press. KOTLER N., KOTLER P., (1998), Museum strategy and marketing. Designing missions, building audiences, generating revenue and resources, San Francisco: Jossey-Bass. LEV B., (2001), Intangibles: Management, Measurement, and Reporting, Washington: Brookings Institution. LORANGE P., (1977), Strategic Control: a Framework for Effective Response to Environmental Change, Working Paper, Lausanne: Imede. MARCON G., (2004) La gestione del museo in un’ottica strategica: l’approccio della balanced scorecard, in SIBILIO PARRI B., (a cura di), Misurare e comunicare i risultati. L’accountability del museo, Milano: FrancoAngeli, pp. 21-56. MENEGUZZO M., (1997), Ripensare la modernizzazione amministrativa e il New Public Management. L'esperienza italiana: innovazione dal basso e sviluppo della governance locale, Azienda Pubblica, n.6 nov-dic, pp. 587-606. OSBORNE D., GAEBLER T., (1992), Reinventing Government. How the Entrepreneurial Spirit Is Transforming the Public Sector, New York: Plume. PEACOCK A.T., (1969), Welfare economics and public subsidies to the arts, Manchester School of Economics and Social Studies. POWER M., (1994), The Audit Explosion, London: Demos. RISPOLI M., BRUNETTI G., (edited by), (2009), Economia e management delle aziende di produzione culturale, Bologna: Il Mulino. SIBILIO PARRI B., (2004), (edited by), Misurare e comunicare i risultati. L’accountability del museo, Milano: Franco Angeli. SIMONS R., (1995), Levers of control. How Managers Use Innovative Control Systems to Drive Strategic Renewal, Boston: Harvard Business School Press. SIMONS R., (2000), Performance measurement & control systems for implementing strategy, Upper Saddle River : Prentice Hall. STEWART J., WALSH K., (1992), Change in the Management of Public Services, Public Administration, vol. 70, Winter, pp. 499-518. ZAN L., (2004), Managerializzazione delle organizzazioni culturali e assetto istituzionale. La trasformazione in Fondazione in prospettiva manageriale, in SIBILIO PARRI B., (edited by), Governare il museo. Differenti soluzioni istituzionali e gestionali, Milano: FrancoAngeli, pp. 159-177. |
URI: | https://mpra.ub.uni-muenchen.de/id/eprint/36686 |