1st Edition

Managing Cultural Heritage An International Research Perspective

    256 Pages
    by Routledge

    256 Pages
    by Routledge

    Since the 1990s, heritage studies has emerged as a distinct academic field, and practices and rhetoric drawn from mainstream corporate management and strategic planning have become widespread. Based on extensive research, this book is an in-depth investigation of management practices rather than policies, based on a variety of case studies from around the world.

    The authors take the issue of management in heritage seriously, but also take into account the role of other disciplines within heritage organizations. In particular, they focus on sustainability in terms of financial resources, human resources, knowledge management, and the relationship with the audience and communities of scholars. The book opens with a methodological introduction that discusses what it means to do research on management, and why international comparative research is essential. The body of the text engages issues of heritage and management through five distinct analytical lenses: management and the process of change, institutional settings and business models, change and planning, the Heritage Chain, and the space between policy and practice. Each of these five sections includes a chapter introducing the analytical framework and possible implications, followed by case histories from China, Italy, Malta, Turkey, and Peru. The book ends with a chapter of concluding reflections.

    1. International Perspectives on Management and Cultural Heritage (Luca Zan)

    Part 1: Managerialization and Change

    2. Arts Organizations and the Transformation of the Public Sector (Paolo Ferri and Luca Zan)

    3. The International Museum of Ceramics Between Two Narratives (Maria Lusiani and Luca Zan)

    4. Failure to Change: An Assessment of Pompeii’s Reform (Paolo Ferri and Luca Zan)

    5. The Turkish Model of Decentralization in Cultural Heritage (Daniel Shoup, Sara Bonini Baraldi and Luca Zan)

    Part 2: Institutional Settings and Business Models

    6. Institutional Settings and Business Models: Perspectives on Sustainability (Maria Lusiani and Luca Zan)

    7. Managerial Transformation at Heritage Malta (Maria Lusiani and Luca Zan)

    8. Institutional Design and the Business Model of Machu Picchu (Luca Zan and Maria Lusiani)

    9. Planning: An Effective Instrument for Change? (Maria Lusiani, Daniel Shoup and Luca Zan)

    10. Master Plans at Machu Picchu: Continuity and Change (Luca Zan and Maria Lusiani)

    11. Byzantine Planning in Istanbul (Daniel Shoup and Luca Zan)

    Part 4: The Heritage Chain

    12. The Heritage Chain: Assessing the Economic Organization of the Sector (Sara Bonini Baraldi and Luca Zan)

    13. The Micro Level: Reconstructing the Luoyang’s Horse and Chariot Discovery (Luca Zan and Sara Bonini Baraldi)

    14. The Macro Level:  Cultural Heritage in Turkey (Sara Bonini Baraldi, Daniel Shoup and Luca Zan)

    Part 5: Between Policies and Practices

    15. Between Policies and Practices: Administration Matters (Sara Bonini Baraldi and Luca Zan)

    16. Best and Worst Practices in Cultural Policy: Bologna 2000, Ten Years After (Luca Zan, Sara Bonini Baraldi and Federica Onofri)

    17. Indirect Policies: Public Funding for Performing Arts in Italy (Sara Bonini Baraldi, Paolo Ferri, Maria Lusiani, and Luca Zan)

    18. Taking Management Seriously in Heritage Studies (Luca Zan)


    Luca Zan is Director of the GIOCA (Graduate Degree in Innovation and Organization of Culture and the Arts) master program and GIOCA Research group at the Department of Management, University of Bologna, Italy. He is Adjunct Professor in the Masters in Arts Management program at Carnegie Mellon University, USA, and at the China Academy of Fine Arts, Beijing, China. Sara Bonini Baraldi is Assistant Professor in the Department of Management, University of Bologna, Italy. She teaches in the GIOCA master program and is a member of the GIOCA Research group. Maria Lusiani is a Research Fellow in the Department of Management, Università Ca' Foscari, Venice, Italy and a member of the GIOCA Research group in the Department of Management, University of Bologna, Italy. Daniel David Shoup is a researcher with Archaeological/Historical Consultants, Oakland, California, USA, and a member of the GIOCA Research group in the Department of Management, University of Bologna, Italy. Paolo Ferri is a Postdoctoral Researcher at the Stockholm Business School, Stockholm University, Sweden, and a member of the GIOCA Research group in the Department of Management, University of Bologna, Italy. Federica Onofri is coordinator of the GIOCA master program, and a member of the GIOCA Research group in the Department of Management, University of Bologna, Italy.

    ’Professor Zan and his team of researchers have produced an instructive and discerning volume of international case studies on the management of heritage sites and institutions, including some "high profile" cases like Machu Picchu and Pompeii. The authors, through their "on the ground", micro-level analysis of management practices, reveal the limitations of "one model fits all" strategies that tend to dominate the field.’ Christina Kreps, University of Denver, USA ’At a time when long-dominant heritage paradigms are being challenged and the organizational and financial stability of heritage organizations is under constant threat, Managing Cultural Heritage offers compelling evidence for the importance of management perspectives in today’s Cultural Heritage field. I recommend it highly as an invaluable resource for heritage students, scholars, and working professionals.’ Neil Asher Silberman, Coherit Associates LLC and University of Massachusetts Amherst, USA