Ten years after: The rise and fall of managerial autonomy in Pompeii |
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| Institution: | 1. Department of Experimental Physics, University of Debrecen, Bem Sq. 18/a, 4026 Debrecen, Hungary;2. Department of Graphic Arts and Photophysics, Faculty of Chemical Technology, University of Pardubice, Pardubice, Czech Republic;3. Equipe Verres et Céramiques, UMR – CNRS 6226, Sciences Chimiques de Rennes (SCR), Université de Rennes 1, 35042 Rennes Cedex, France;4. Institute of Solid State Physics and Optics, Wigner RCP, HAS, Budapest, Hungary;5. ATOMKI, Debrecen, Hungary;6. CEMHTI – CNRS, Site Haute Température, Orléans, France;1. SAAD Centre for Pharmacy and Diabetes, School of Biomedical Sciences, University of Ulster, Coleraine BT52 1SA, UK;2. Department of Biochemistry, College of Medicine and Health Sciences, United Arab Emirates University, 17666 Al Ain, United Arab Emirates;3. Viral Zoonoses, Emerging and Vector-Borne Infections Group, Institute of Virology, University of Veterinary Medicine, Veterinärplatz 1, A-1210 Vienna, Austria;4. INSERM U-982, PRIMACEN, CNRS, IRIB, University of Rouen, 76821 Mont-Saint-Aignan, France;5. PISSARO, Institute for Research and Innovation in Biomedicine (IRIB) CNRS UMR 6270, University of Rouen, 76821 Mont-Saint-Aignan, France;6. Department of Microbiology and Immunology, College of Medicine and Health Sciences, Sultan Qaboos University, Muscat, Oman;7. Rare Species Conservatory Foundation, St. Louis, MO 63110, USA;1. Discipline of Accounting, University of Sydney, Australia;2. Discipline of Political Economy, University of Sydney, Australia;1. University of Tampere, School of Management, University of Tampere, Tampere FI-33014, Finland;2. Victoria University, Wellington, New Zealand;3. University of Central Florida, United States;1. Hamburg University of Technology, Institute of Management Control and Accounting, Am Schwarzenberg-Campus 4, D-21073 Hamburg, Germany;2. South Westphalia University of Applied Sciences, Lindenstr. 53, D-59872 Meschede, Germany;3. WHU – Otto Beisheim School of Management, Institute for Management Accounting and Control, Burgplatz 2, D-56179 Vallendar, Germany |
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| Abstract: | In September 1997, an ad hoc law (Law no. 352/1997) gave the archaeological 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” (OPCM 3692/2008). 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. |
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| Keywords: | Accountability New public management Public sector Arts management Italy |
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