In September 1997, an ad hoc law (Law no. 352/1997) gave the archeological site of Pompeii a new status. Its previous status as a local branch of the Ministry of Culture (the Soprintendenza) was reconfigured as an autonomous entity (Soprintendenza autonoma). In July 2008, the Italian Prime Minister declared a one year state of emergency in Pompeii, appointing a special Commissioner (Commissario straordinario) in order to cope with “the serious critical situation of the archeological area”. The aim of the paper is to review the process of change in Pompeii over ten years, observing major institutional transformations and analyzing the evolution of activities and human and financial resources management. Beyond the substantive elements of interest (the mis-management of one of the most important archaeological sites in the world), the paper sheds lights on the role of accountability in the cultural sector and on the distinctive features of Italian public administration, questioning the existence of a path of international convergence in public sector change.
Ferri P, Zan L (2014). Ten years after: The rise and fall of managerial autonomy in Pompeii. CRITICAL PERSPECTIVES ON ACCOUNTING, 25(4-5), 1-368 [10.1016/j.cpa.2013.05.007].
Ten years after: The rise and fall of managerial autonomy in Pompeii
FERRI, PAOLO;ZAN, LUCA
2014
Abstract
In September 1997, an ad hoc law (Law no. 352/1997) gave the archeological site of Pompeii a new status. Its previous status as a local branch of the Ministry of Culture (the Soprintendenza) was reconfigured as an autonomous entity (Soprintendenza autonoma). In July 2008, the Italian Prime Minister declared a one year state of emergency in Pompeii, appointing a special Commissioner (Commissario straordinario) in order to cope with “the serious critical situation of the archeological area”. The aim of the paper is to review the process of change in Pompeii over ten years, observing major institutional transformations and analyzing the evolution of activities and human and financial resources management. Beyond the substantive elements of interest (the mis-management of one of the most important archaeological sites in the world), the paper sheds lights on the role of accountability in the cultural sector and on the distinctive features of Italian public administration, questioning the existence of a path of international convergence in public sector change.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
