Co-produzione di valore nei servizi museali e performance multidimensionali: un approccio dinamico a supporto del management culturale (Co-production of museum services and multidimensional performance: a dynamic approach to support cultural management)
DOI:
https://doi.org/10.7433/s113.2020.12Keywords:
co-produzione; collaborative governance; servizi museali; performance; governance; dynamic performance managementAbstract
Contesto della ricerca: nei piccoli centri urbani la co-produzione di servizi museali può essere una leva per la generazione di valore pubblico.
Obiettivi del paper: lo scritto mira ad illustrare come un approccio multidimensionale di performance governance sia in grado di offrire una prospettiva sistemica per l’identificazione degli outcome gestionali, organizzativi e di comunità nonché di evidenziare leve per il miglioramento dei processi di generazione di valore nei musei e a beneficio della comunità.
Metodologia: dapprima si è proceduto alla revisione della letteratura sul tema della co-produzione di servizi pubblici. Per analizzare le performance di tali contesti collaborativi si è costruito un framework multidimensionale, poi applicato ad un caso di studio. Infine, si è proceduto al riscontro delle proposizioni avanzate.
Risultati: l’articolo evidenza in che modo la co-produzione sia in grado di apportare risorse aggiuntive rispetto a quelle in possesso all’organizzazione istituzionalmente responsabile del servizio. Inoltre, dall’applicazione del modello al caso emergono misure di performance gestionali, organizzative e di comunità.
Limiti della ricerca: le limitazioni attengono alla reperibilità di informazioni quantitative per valutare gli effetti della iniziativa.
Implicazioni pratiche: l’identificazione di performance driver fa emergere gli effetti della disponibilità di risorse sui diversi livelli di performance, evidenziando le connessioni causali che rivelano il contributo della co-produzione agli outcome.
Originalità del paper: l’articolo sviluppa il framework analitico Dynamic Multidimensional Performance Governance ed evidenzia il contributo che la co-produzione offre ai processi di generazione di valore nei piccoli centri.
References
AFFLECK J., KVAN T. (2008), “A Virtual Community as the Context for Discursive Interpretation: A Role in Cultural Heritage Engagement”, International Journal of Heritage Studies, vol. 14, n. 3, pp. 268-280.
AGRANOFF R., MCGUIRE M. (2003), Collaborative Public Management. New Strategies for Local Governments, Georgetown University Press, Washington, USA.
ALFORD J. (2002), “Defining the client in the public sector: A social-exchange perspective”, Public Administration Review, vol. 62, n. 3, pp. 337-346.
ALFORD J. (2009), Engaging public sector clients: from service-delivery to co-production, Palgrave Macmillan, Basingstoke, UK:.
ALFORD J. (2014), “The Multiple Facets of Co-Production: Building on the work of Elinor Ostrom”, Public Management Review, vol. 16, n. 3, pp. 299-316.
ALFORD J. (2016), “Citizen Co-Production of Public Services”, The Routledge Handbook of Global Public Policy and Administration, Routledge, Abingdon, UK
ANSELL C., GASH A. (2007), “Collaborative governance in theory and practice”, Journal of Public Administration Research and Theory, vol. 18, n. 4, pp. 543-571.
BANDELLI A., KONIJN E.A. (2015), “Public Participation and Scientific Citizenship in the Science Museum in London: Visitors’ Perceptions of the Museum as a Broker”, Visitor Studies, vol. 18, n. 2, pp. 131-149.
BARTOCCI L., PICCIAIA F. (2013), “Le “non profit utilities” tra Stato e mercato: l’esperienza della cooperativa di comunità di Melpignano”, Azienda Pubblica, vol. 1, n. 3, pp. 381-402.
BIANCHI C. (2016), Dynamic Performance Management. System Dynamics for Performance Management (Vol. 1), Springer International Publishing, Cham, Zurich.
BIANCHI C., BOVAIRD T., LOEFFLER E. (2017), “Applying a Dynamic Performance Management Framework to Wicked Issues: How Coproduction Helps to Transform Young People’s Services in Surrey County Council, UK”, International Journal of Public Administration, vol. 40, n. 10 pp. 833-846.
BORGONOVI E. (2004), Ripensare le amministrazioni pubbliche, Egea, Milano.
BOUCKAERT G., HALLIGAN J. (2008), Managing performance: International comparisons, Routledge, London.
BOUCKAERT G., PETERS B., VERHOEST K. (2017), The Coordination of Public Sector Organizations, Palgrave Macmillan UK, London.
BOVAIRD T. (2007), “Beyond engagement and participation: User and community coproduction of public services”, Public Administration Review, vol. 67, n. 5, pp. 846-860.
BOVAIRD T., LOEFFLER E. (2016), “What has co-production ever done for interactive governance?”, in Edelenbos J., van Meerkerk I. (a cura di), Critical Reflections on Interactive Governance: Self-organization and Participation in Public Governance, Cheltenham, UK: Edward Elgar Publishing, Incorporated.
BOVAIRD T., STOKER G., JONES T., LOEFFLER E., RONCANCIO M.P. (2016), “Activating collective co-production of public services: influencing citizens to participate in complex governance mechanisms in the UK”, International Review of Administrative Sciences, vol. 82, n. 1, pp. 47-68.
BOVAIRD T., VAN RYZIN G.G., LOEFFLER E., PARRADO S. (2015), “Activating Citizens to Participate in Collective Co-Production of Public Services”, Journal of Social Policy, vol. 44, n. 1, pp. 1-23.
BOYLE D., HARRIS M. (2009), The Challenges of Co-production: How Equal Partnerships Between Professionals and the Public are Crucial to Improving Public Services, Nesta, London.
BRYSON J.M., CROSBY B.C., STONE M.M. (2006), “The Design and Implementation of Cross-Sector Collaborations: Propositions from the Literature”, Public Administration Review, vol. 66, n. s1, pp. 44–55.
BROWN A.K., PEERS L. (2003), Museums and source communities, Routledge, London.
CEPIKU D. (2014), “Network performance: towards a dynamic multidimensional model’”, in Keast R., Mandell M.P., Agranoff R. (a cura di), Network Theory in the Public Sector: Building New Theoretical Frameworks, Routledge, New York.
CEPIKU D. (2016), “Collaborative Governance”, The Routledge Handbook of Global Public Policy and Administration, Routledge, London.
CEPIKU D., GIORDANO F. (2014), “Co-Production in Developing Countries: Insights from the community health workers experience”, Public Management Review, vol. 16, n. 3, pp. 317-340.
DAVIES S.M. (2010), “The co-production of temporary museum exhibitions”, Museum Management and Curatorship, vol. 67, n. 6 pp. 1059-1066.
DE KRUIJF J.A.M., DE VRIES M.S. (2018), “Contextualizing the trend from output to outcome measurement: the Dutch pension system”, Public Money and Management, vol. 38, n. 1, pp. 65-72.
DINDLER C. (2014), “Designing infrastructures for creative engagement”, Digital Creativity, vol. 25, n. 3 pp. 212-223.
EDELENBOS J., VAN MEERKERK I. (2016), Critical Reflections on Interactive Governance: Self-organization and Participation in Public Governance (p. 1-28), Edward Elgar Publishing Limited, Cheltenham,UK.
ENGLISH HERITAGE. (2008), Conservation Principles, Policies and Guidance: for the sustainable management of the historic environment, English Heritage, London.
FORRESTER J.W. (1961), Industrial Dynamics, M.I.T. Press, Cambridge, MA.
GHAFFARZADEGAN n., LYNEIS J., RICHARDSON G.P. (2011), “How small system dynamics models can help the public policy process”, System Dynamics Review, vol. 27, n. 1, pp. 22-44.
HALLIGAN J., SARRICO C., RHODES M.L. (2012), “On the road to performance governance in the public domain?”, International Journal of Productivity and Performance Management, vol. 61, n. 3, pp. 224-234.
HARRISON J. (2005), “Shaping collaboration: Considering institutional culture”, Museum Management and Curatorship, vol. 20, n. 3, pp. 195-212.
HEWISON R., HOLDEN J. (2004), Challenge and Change: HLF and Cultural Value, Demos, London.
HEYWOOD F. (2009), “Source materials”, Museums Journal, vol. 109, n. 2, pp. 23-27.
JAKOBSEN M., ANDERSEN S.C. (2013), “Coproduction and Equity in Public Service Delivery”, Public Administration Review, vol. 73, n. 5, pp. 704-713.
JÖNSSON S. (1996), Accounting for Improvement, Pergamon, Oxford.
KLIJN E.H. (2008), “Governance and Governance Networks in Europe”, Public Management Review, vol. 10, n. 4, pp. 505-525.
KLIJN E.H. (2016), “The managerial aspect of interactive governance”, in Edelenbos J., van Meerkerk I. (a cura di), Critical Reflections on Interactive Governance (p. 425-443), Edward Elgar Publishing.
KLIJN E.H., STEIJN B., EDELENBOS J. (2010), “The Impact of Network Management on Outcomes In Governance Networks”, Public Administration, vol. 88, n. 4, pp. 1063-1082.
KNUDSEN L.V. (2016), “Participation at work in the museum”, Museum Management and Curatorship, vol. 31, n. 2, pp. 193-211.
LÆGREID P., RYKKJA L.H. (2014), “Governance for complexity - how to organize for the handling of «wicked issues»?”, Policy and Politics conference, Bristol.
LANG R., ROESSL D., WEISMEIER-SAMMER D. (2013), Co-operative Governance of Public-Citizen Partnerships: Two Diametrical Participation Modes, Conceptualizing and Researching Governance in Public and Non-Profit Organizations (p. 227-246),
LEVY F., MELTSNER A.J., WILDAVSKY A.B. (1975), Urban Outcomes: Schools, Streets, and Libraries, University of California Press.
LEWIS P., THORNHILL A., SAUNDERS M. (2007), Research methods for business students, Financial Times/Prentice Hall, New York.
LOEFFLER E., BOVAIRD T. (2016), “User and Community Co-Production of Public Services: What Does the Evidence Tell Us?”, International Journal of Public Administration, vol. 39, n. 13, pp. 1006-1019.
LÖFFLER E., PARRADO S., BOVAIRD T., VAN RYZIN G. (2008), “If you want to go fast, walk alone. If you want to go far, walk together”, Citizens and the co-production of public services, Report to the EU Presidency, Ministry of Finance, Budget and Public Services, Paris.
LUSCH R., VARGO S. (2013), Service-Dominant Logic, Cambridge University Press, Cambridge.
MINTZBERG H., RAISINGHANI D., THÉORÊT A. (1976), “The Structure of “Unstructured” Decision Processes The Structure of “Un-structured” Decision Processes”, Source: Administrative Science Quarterly (Vol. 21).
MOORE M.H. (2013), Recognizing Public Value, Harvard University Press.
MORECROFT J., SANCHEZ R., HEENE A. (2002), Systems perspectives on resources, capabilities and management processes, Pergamon, Oxford, UK.
MORRIS T., WOOD S. (1991), “Testing the survey method: continuity and change in british industrial relations”, Work, Employment and Society, vol. 5, n. 2, pp. 259-282.
MORRISON J. (2009), “Interaction stations”, Museums Journal, vol. 109, n. 3, pp. 325.
MULHEARN D. (2008), “Joint Accounts”, Museums Journal, vol. 108, n. 9, pp. 22-25.
MUSEUMS ASSOCIATION (2014), Museums and galleries yearbook, Museums Association, London.
NABATCHI T., SANCINO A., SICILIA M. (2017a), “Varieties of Participation in Public Services: The Who, When, and What of Coproduction”, Public Administration Review, vol. 77, n. 5, pp. 766-776.
NABATCHI T., SANCINO A., SICILIA M. (2017b), “Varieties of Participation in Public Services: The Who, When, and What of Coproduction”, Public Administration Review, vol. 77, n. 5, pp. 766-776.
O’FLYNN J., WANNA J. (2008), Collaborative Governance: A New Era of Public Policy in Australia? ANU E Press.
O’LEARY R., BINGHAM L.B. (2009), The collaborative public manager: New ideas for the twenty-first century, Georgetown University Press.
OECD (2017), Systems Approaches to Public Sector Challenges, OECD Publishing.
OSBORNE S. (2010), The new public governance? Emerging perspectives on the theory and practice of public governance, Routledge, London.
OSBORNE S. (2018), “From public service-dominant logic to public service logic: are public service organizations capable of co-production and value co-creation?”, Public Management Review, vol. 20, n. 2, pp. 225-231.
OSBORNE S. (2020), Public Service Logic, Routledge, London.
OSBORNE S., RADNOR Z., NASI G. (2012), “A New Theory for Public Service Management? Toward a (Public) Service-Dominant Approach”, The American Review of Public Administration, vol. 43, n. 2, pp. 135-158.
OSBORNE S., RADNOR Z., STROKOSCH K. (2016), “Co-Production and the Co-Creation of Value in Public Services: A suitable case for treatment?”, Public Management Review, vol. 18, n. 5, pp. 639-653.
OSTROM E. (1996), “Crossing the great divide: Coproduction, synergy, and development”, World development, vol. 24, n. 6, pp. 1073-1087.
OSTROM V., OSTROM E. (1971), “Public choice: A different approach to the study of public administration”, Public Administration Review, vol. 31, n. 2, pp. 203-216.
OUCHI W.G. (1980), “Markets, Bureaucracies, and Clans”, Administrative Science Quarterly, vol. 25, n. 1, pp. 129-141.
PALUMBO R. (2015), “Una contestualizzazione del concetto di co-produzione al caso dei servizi pubblici: una rassegna critica della letteratura internazionale”, Azienda Pubblica, vol. 1, n. 2, pp. 1-15
PERA R. (2017), “Empowering the new traveller: storytelling as a co-creative behaviour in tourism”, Current Issues in Tourism, vol. 20, n. 4 pp. 331-338.
PESTOFF V. (2012), “Co-production and Third Sector Social Services in Europe: Some Concepts and Evidence”, VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, vol. 23, n. 4, pp. 1102-1118.
PESTOFF V., BRANDSEN T., VERSCHUERE B. (2012), New Public Governance, the Third Sector, and Co-Production, Routldge, New York.
PILLITU D. (2008), “I cittadini co-produttori dei servizi pubblici”, Azienda Pubblica, vol. 21, n. 1, pp. 123-148.
PROVAN K.G., MILWARD H.B. (1995), “A Preliminary Theory of Interorganizational Network Effectiveness: A Comparative Study of Four Community Mental Health Systems”, Administrative Science Quarterly, vol. 40, n. 1, pp. 1-33.
PROVAN K.G., MILWARD H.B. (2001), “Do Networks Really Work? A Framework for Evaluating Public-Sector Organizational Networks”, Public Administration Review, vol. 61, n. 4, pp. 414-423.
RADNOR Z., OSBORNE S., KINDER T., MUTTON J. (2014), “Operationalizing Co-Production in Public Services Delivery: The contribution of service blueprinting”, Public Management Review, vol. 16, n. 3, pp. 402-423.
SANCINO A., JACKLIN-JARVIS C. (2016), Co-production and Inter-organisational Collaboration in the Provision of Public Services: A Critical Discussion, (p. 13-26), Cham: Springer International Publishing.
SICILIA M., GUARINI E., SANCINO A., ANDREANI M., RUFFINI R. (2015a), “Public services management and co-production in multi-level governance settings”, International Review of Administrative Sciences, vol. 82, n. 1, pp. 8-27.
SMITH R.C., IVERSEN O.S. (2014), “Participatory heritage innovation: designing dialogic sites of engagement”, Digital Creativity, vol. 25, n. 3, pp. 255-268.
SORRENTINO M., SICILIA M., HOWLETT M. (2018), “Understanding co-production as a new public governance tool”, Policy and Society, vol. 37, n. 3, pp. 277-293.
STERMAN J. (2000), Business Dynamics: Systems Thinking and Modeling for a Complex World, Irwin/McGraw-Hill, Boston, MA.
STORLAZZI A. (2006), “Verso una governance dei cittadini. Quali le traiettorie di partecipazione innovativa?”, Azienda Pubblica, vol. 19, n. 4, pp. 505-521.
TURRINI A. (2002), “Lo studio di casi come metodologia di ricerca in economia aziendale”, Azienda Pubblica, vol. 15, n. 1/2, pp. 67-85.
VAN DOOREN W., BOUCKAERT G., HALLIGAN J. (2015), Performance management in the public sector, Routledge, London.
VIGNIERI V. (2019), “Framing the Sources of Image of a Local Area through Outcome-Based Dynamic Performance Management”, Public Organization Review, vol. 19, n. 2, pp. 249-271.
VIGNIERI V. (2020), “Leveraging Collaborative Governance: How Co-production Contributes to Outcomes and Public Value in a Small Town”, in Bianchi C., Luna-Reyes L.F., Rich E. (Eds.), Enabling Collaborative Governance through Systems Modeling Methods (pp. 47-71), Cham: Springer International Publishing.
WHITAKER G.P. (1980), “Coproduction: Citizen Participation in Service Delivery”, Public Administration Review, vol. 40, n. 3, pp. 240-246.
YIN R.K. (2013), Case Study Research: Design and Methods, SAGE Publications, Thousand Oaks, CA.
ZAN L. (2006), Managerial Rhetoric and Arts Organizations, Palgrave Macmillan UK, London.