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The Effects of Managerial Autonomy on Organizational Culture: The Case of the Archaeological Park of Paestum

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Management, Participation and Entrepreneurship in the Cultural and Creative Sector

Abstract

The chapter analyses the influence that managerial autonomy may play in the role of human resources in cultural organisations. Based on the Old Institutional Economics approach and investigating organisational rules and routines, the chapter examines the case of the Archaeological Park of Paestum, an autonomous museum and archaeological site of the Italian Ministry of Cultural Heritage and Tourism. Through interviews, reports, data collected and ethnographic observations, the research reveals how managerial autonomy affects roles and routines, positively contributing to the development of human resources and the overall performance.

Findings reveal that the introduction of managerial autonomy in cultural organisations, coupled with the leadership ability of the Director, have further enhanced human resources’ skills and competences, one of the key components of cultural organisations. The role played by professional managers has also improved the entire performance of the organisation.

The research unveils the implications of managerial autonomy on the organisational rules and routines and the consequent effects on human resources. The effects of these changes on the overall performance of a cultural organisation are also discussed, offering new outlooks on managerial changes.

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Notes

  1. 1.

    Further changes in the structure of the Ministry have been requested by a recent decree in July 2018, reassigning functions related to tourism to a different Ministry (agricultural and forests). In the next years, further changes may derive in the management of heritage in Italy.

  2. 2.

    The Department for Digital, Culture, Media & Sport (DCMS) releases performance indicators for sponsored museums and galleries in the UK https://www.gov.uk/government/statistics/sponsored-museums-annual-performance-indicators-2016-17

  3. 3.

    The National Endowment for the Arts (NEA) operates in the USA https://www.arts.gov/artistic-fields/research-analysis/program-evaluation-resources-and-performance-measurement

  4. 4.

    An outsourcing strategy was implemented by the PAE, initiating a collaboration with a web agency, which currently manages both its website and the Facebook page.

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Authors and Affiliations

  1. Department of Economics, Management and Institutions, University of Naples Federico II, Naples, Italy

    Francesca Manes-Rossi

  2. Department of Management and Innovation Systems, University of Salerno, Fisciano, Italy

    Marco Bisogno

Authors
  1. Francesca Manes-Rossi
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  2. Marco Bisogno
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Correspondence to Francesca Manes-Rossi .

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Editors and Affiliations

  1. Department of Organisation and Learning, University of Innsbruck, Innsbruck, Austria

    Martin Piber

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Manes-Rossi, F., Bisogno, M. (2020). The Effects of Managerial Autonomy on Organizational Culture: The Case of the Archaeological Park of Paestum. In: Piber, M. (eds) Management, Participation and Entrepreneurship in the Cultural and Creative Sector. Springer, Cham. https://doi.org/10.1007/978-3-030-46796-8_5

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