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Gli spazi collaborativi sono nuovi luoghi di lavoro, come coworking, incubatori o hub creativi. Questo libro raccoglie i contributi di studiosi che da anni si occupano del fenomeno degli spazi collaborativi, offrendo strumenti di analisi e di gestione che possono essere d’aiuto sia per i gestori di questi luoghi sia per gli amministratori locali che vogliono utilizzare tali spazi per l’implementazione di politiche di sviluppo territoriale e di sostegno al lavoro.

The negative externalities due to mass tourism and its unprofitable concentration in some artistic city centers or in some periods of the year can be overcome by both a diversification of the cultural heritage offerings and the use of new technologies. Firstly, cultural thematic routes (CTRs) allow for the promotion of new itineraries through the rich cultural heritage of peripheral and landscape areas, supporting them with a system of information services aiming to communicate their value. Secondly, ICT approaches such as business process management (BPM) and product lifecycle management (PLM), already existing in many industrial contexts, could be extended to the cultural tourism sector. To intercept and satisfy a wider and more complex demand for knowledge, culture, and heritage, this chapter is aimed at proposing a sustainable managerial model applied to a specific case study: the “Francigena Route” in the Apulia Region. It uses information and communication technologies to develop new cultural services, improving management effectiveness and efficiency, going beyond the traditional approach of mere conservation of cultural heritage. The result is a model capable of managing organizational variables and highlighting critical issues in the evolution of cultural routes, providing strategic guidelines to both cultural and touristic operators and policymakers.

This research investigates how, in the age of post-bureaucracy, an ambidextrous identity could help public bodies to be efficient and to innovate at the same time. Public governance has undergone a paradigm change with the introduction of a post-bureaucratic system, that is flat, connected and flexible, with individual autonomy as the key to addressing environmental complexity. This new system should balance the trade-off between creativity, innovation and flexibility needed to solve emerging social challenges and efficiency as a basis for sustainable competitiveness. In this scenario, this paper intends to present the static (forms) and dynamic elements (flows) of an organizational ambidextrous model that must be adopted by public administrations and agencies. The model is designed to optimize four interconnected dimensions: organizational, individual, inter-organizational and decisional and has been applied as a pilot test for the Apulia Region. The document contributes under a double perspective: on a theoretical level, expanding the discussion on the implementation and integration of organic and mechanistic models as privileged organizational archetypes in dynamic and collaborative scenarios; at the level of professionals, through the preliminary adoption of a complete technology organizational system for public organizations.

Cultural organizations seek to attract and retain a broad range of audiences by offering them emotional, cognitive, and memorable experiences, able to satisfy their expectations and desires. To understand cultural organizations’ audiences, it is crucial to investigate why many people never visit, why other people visit occasionally, and why still others visit regularly cultural goods; specifically, the process whereby visitors (and potential visitors) take decisions on how to spend their leisure time. The aim of this paper is to investigate both the antecedents of visitors’ fruition experience and the latent dimensions of their satisfaction, so to understand how to design novel and engaging cultural offerings. A qualitative/quantitative study has been carried out to evaluate both the fruition process and satisfaction of a cultural goods, the Carlo V castle, located in Lecce, a baroque city in Southern Italy. In the exploratory phase a pilot open-ended questionnaire was directed to obtain the items able to evaluate the antecedents of the intention to visit the heritage, and the items able to evaluate visitors’ satisfaction of the entire fruition experience. As regards the intention to visit cultural goods, an extended version of the Ajzen’s (1991) Theory of planned behaviour (hereafter TPB) was used, according to which the Intention is a decision influenced by Attitude, Subjective norms, Perceived behavioural control, and Past behaviour. As regards the measurement of visitors’ satisfaction, the evaluation of consumers’ expectancies –expectations and desires– has been carried out in the entire fruition experience, which includes the following phases: i) need recognition; ii) information search; iii) evaluation of alternatives; iv) fruition decision; and v) post-fruition evaluation. This approach goes beyond the traditional evaluation of satisfaction, as the post-fruition evaluation of the experience, to consider not only the “objective quality” (“rational factors”) but also the emotional, motivational aspects of fruition – expectations and desires. Furthermore, the satisfaction paradigm has been re-examined by considering the entire fruition experience, which include also pre-fruition and post-fruition phases. Results of this study could favour the management and the policy makers, thus allowing their offerings of unique and distinctive activities and experiences, with the purpose of attracting new visitors, create a greater engagement, thus developing the identity and symbolic capital and strengthening the social capital of the local territory.

The organizational change of Film Commissions in Italy, from service agencies to drivers for the creative film industries, is the result of the ongoing evolution from a state-controlled industry to a new kind of industrial cooperation at territorial level. This research deepens the Apulia case and shows both the increasing leading role of Film Commissions in the Apulia region – in order to improve the competitiveness of the system – and the positive effects on the territory measured through the analysis of audiovisual firms. Finally, the research shows the strengthening of community engagement thanks to the promotion and support tools (festivals, networks, etc.) for the creation of value.

The paper investigates the role of individual proactivity and team characteristics in shaping individual improvisation in the context of artistic collective teams. We considered 134 individuals belonging to 25 teams and we developed a multilevel model for analyzing our hypotheses. Results show that both individual characteristic of proactivity as well as the team context affect the likelihood of improvising for individuals belonging to artistic collective teams. Our study corroborates the results outlined by previous research outlining that improvisation is not an inherently individual phenomenon; rather improvisation is also affected by the characteristic of the environment individuals are involved in

The paper investigates the role of individual proactivity and team characteristics in shaping individual improvisation in the context of artistic collective teams. We considered 134 individuals belonging to 25 teams and we developed a multilevel model for analyzing our hypotheses. Results show that both individual characteristic of proactivity as well as the team context affect the likelihood of improvising for individuals belonging to artistic collective teams. Our study corroborates the results outlined by previous research outlining that improvisation is not an inherently individual phenomenon; rather improvisation is also affected by the characteristic of the environment individuals are involved in

The organizational change of Film Commissions in Italy –which flourished from acting as service agencies to driving Creative Cinema Industries –is the outcome of an ongoing evolution from a state-controlled industry to a new kind of industrial cooperation at a territorial level. This research examines the Apulia Case in depth, in order to prove both the increasingly leading role of FCs across the Apulia Region – thereby improving the system’s competitiveness – and its positive results throughout the territory, measured by an analysis of audio-video production chain companies. Finally, this research demonstrates the strengthening of Community Engagement thanks to promotional and supporting tools (i.e. festivals, networks), which is essential for the creation of value.

The aim of this paper is to propose a model for the evaluation of the multidimensional performance of an inter-museum network. It is, in fact, already acknowledged that evaluating the management of a museum-type institution is not easy, as, in order to measure its social and cultural efficacy, qualitative-type indicators are required. For this reason, the use of a fuzzy logic expert system can prove extremely useful since, in the process of evaluating a given phenomenon, it takes account of input variables not only of a quantitative but also of a qualitative kind.

When can a city and a community be called smart ? The perspective of this research is that smart cities and territories are the ones which create the governing, infrastructural and technological conditions to produce social innovation and economic development. The main dimensions of a smart city are therefore: the economic one, linked to the presence of innovative activities and to the ability to attract economic and professional capitals; the human and social capital one, so a city is smart when its inhabitants are smart, thanks to their competences, creativity, relationships, social inclusion and tolerance; the governance one, to be considered as the adoption of governing models, which aim to place central importance on relational resources and attention on common goods, and as the creation of opportunities to favour the civic participation in the public value creation. The thesis of this research is that the more a territory’s innovation and creativity rate is increased, thanks to an efficacious public intervention supporting youth growth and participation, and the more we identify physical and virtual places of exchange between creative individuals groups and organizations, the more cities and territories become ”smart”.

Il modello del distretto ha ancora un suo perché, e a quali condizioni? Il presente studio dimostra come, nell’era della competizione globale e della crisi produttiva italiana, i distretti rimangano un modello valido di organizzazione economica delle attività delle imprese, a condizione tuttavia di assorbire i valori decisivi della cultura e della creatività. Nell’urgenza di una nuova stagione dell’economia locale, infatti, sono i distretti produttivi della creatività, in quanto massima espressione dei neodistretti economici evoluti, quelli che – incorporando la cultura e l’innovazione creativa come i più efficaci driver del cambiamento e interpretando la contemporaneità senza tradire il legame con l’antico territorio – possono ambire a presentarsi come i distretti economici del futuro. Anche per i distretti industriali tipici del made in Italy, la cultura assumerà una rilevanza che non si esaurisce nell’ambito delle sole filiere creative ma diviene risorsa trasversale per favorire i processi innovativi anche nelle filiere più tradizionali del territorio. La presente ricerca, partendo dalle tendenze evolutive dei distretti post-fordisti, analizza poi l’identità dei neodistretti industriali e le relative politiche nell’esperienza italiana, fino a uno studio di caso sul Distretto Puglia Creativa, unico distretto produttivo della creatività riconosciuto con legge regionale. Si propone un modello di analisi organizzativa che implichi un maggior coordinamento di sistema per una policy di intervento più programmata e consapevole, fondata sulla tendenza a bilanciare attività di exploration ed exploitation, sulla capacità di stimolare lo sviluppo del capitale sociale tra le organizzazioni, sull’absorptive capacity degli attori, infine sulla presenza di knowledge gatekeeper capaci di porre il distretto all’interno di reti globali

When can a city and a community be called smart ? The perspective of this research is that smart cities and territories are the ones which create the governing, infrastructural and technological conditions to produce social innovation and economic development. The main dimensions of a smart city are therefore: the economic one, linked to the presence of innovative activities and to the ability to attract economic and professional capitals; the human and social capital one, so a city is smart when its inhabitants are smart, thanks to their competences, creativity, relationships, social inclusion and tolerance; the governance one, to be considered as the adoption of governing models, which aim to place central importance on relational resources and attention on common goods, and as the creation of opportunities to favour the civic participation in the public value creation. The thesis of this research is that the more a territory’s innovation and creativity rate is increased, thanks to an efficacious public intervention supporting youth growth and participation, and the more we identify physical and virtual places of exchange between creative individuals groups and organizations, the more cities and territories become ”smart”.

Rendere competitiva l'industria culturale è una sfida cruciale del nostro tempo e del nostro Paese. Ma è anche l'ambizione di questo libro che si pone l’obiettivo di proporre soluzioni organizzative a sostegno del management, in particolare per quanto riguarda il settore dello spettacolo dal vivo. Un settore che in Italia soffre di pesanti ritardi nello sviluppo, nei livelli di economicità, nell’innovazione e nel grado di internazionalizzazione. La ricerca prende l’avvio dallo studio di casi di alcune fra le più significative forme imprenditoriali di spettacolo nel nostro Paese: la Fondazione Lirico Sinfonica, con lo studio condotto sul Petruzzelli di Bari; i circuiti teatrali, con l’analisi sul caso del Teatro Pubblico Pugliese; il festival, con lo studio condotto sul Festival della Valle d’Itria. Tre sfide organizzative alle quali fa da sfondo un comun denominatore: il ruolo di meta organizzatore del territorio su cui insistono le tre esperienze prese in considerazione. L’analisi delle soluzioni organizzative adottate in questi casi empirici permette di individuare alcune linee di innovazione e cambiamento per ottenere una governance di successo. Partendo dall’analisi di casi concreti, la finalità è dunque quella di porre l’organizzazione al servizio del management in una prospettiva di ricerca globale.

Progettazione delle strutture e processi organizzativi nella Fondazione Lirico- sinfonica Petruzzelli di Bari.

Costrutti e criticità del sistema teatrale italiano: le reti come strumento di innovazione organizzativa per il miglioramento delle performaces.

In the last decades, the agroindustry is facing environmental issues due particularly to food loss and waste, requiring a strong orientation towards sustainability and the circular economy (CE) paradigm. This study carries out an investigation of the role of digitalization in serving as a driver to achieve circularity in the agroindustry. A SWOT analysis was performed to assess the strengths and weaknesses (internal factors) and opportunities and threats (external factors) of digitalization in boosting circularity within agroindustry systems and identifying critical factors (CFs). Through the Analytical Network Process (ANP), an evaluation of these CFs was provided, while the Axial-Distance-Based Aggregated Measurement (ADAM) method allowed for the ranking of the strategic alternatives to better inform management decisions. This study provides valuable results that reveal the crucial role of digitalization in boosting circularity within agroindustry, highlighting the most impactful strategies driving the transition towards a circular economy. Linking the high sustainability performance of products to incentives and increasing consumer inclusion and awareness in business dynamics were found to be the most relevant strategies for making agro-industrial supply chains more circular. This study provides recommendations to leadmanagers' and practitioners' decisions towards the adoption of strategies, aimed at making the agro-industrial sector more adherent to the principles of circular economy and sustainability.

This study aims to investigate the factors affecting the decision to revisit a cultural heritage destination and recommend it to others (heritage destination loyalty). A mediation model is directed to understand the role played by intrinsic factors – related to tourists’ personal characteristics – extrinsic factors – the destination heritage offers – and satisfaction – the subjective positive/negative state deriving from the comparison between expectancies (rational expectations and desires) and the visitors’ experience. A quantitative study, concerning a heritage destination in Southern Italy, was carried out. First, the intrinsic and extrinsic factors were identified through an expectancy-value model. Then, the heritage visitors’ satisfaction was assessed according to each phase of the experience. Findings confirm that intrinsic factors have an influence on heritage destination loyalty, and satisfaction plays a mediating role between these constructs. In addition, extrinsic factors have no effect on the revisit intention and the intention to recommend, except through satisfaction. Heritage tourists’ satisfaction contributes to loyalty toward the destination, both directly and independently of the motive for the visit.

Recent trends (WTO, 2019) show that tourists, increasingly aware and mindful of their choices of vacation, are likely to refuse standardized models of mass tourism and overtourism, defined as “an excessive negative impact of tourism on the host communities and/or natural environment” (Koens, Postma and Papp, 2018, p. 2). More and more visitors prefer niche destinations such as rural destinations, far from large urban centers, that offer distinctive, authentic, and attractive experiences (Brown, 2013; Palmi, Esposito and Prete, 2021). Nowadays and increasingly in the near future, the tourism and travel industry could be disrupted and suffer the short-, medium-, and long-term economic effects caused by the infectious disease COVID-19, as a consequence of travel restrictions and social distancing. According to some estimations, the demand in the tourism sector could be reduced by 75% (Ruiz Estrada, Park and Lee, 2020). Therefore, a reduction in the international demand for mass and overly visited touristic places in favor of the most peripheral and landscape areas could be recorded. An effective solution to this challenge can be represented by new and alternative types of tourism, such as eco-tourism, slow tourism, food-and-wine tourism, wellness tourism, health tourism, and above all, agritourism. Agritourism, which includes a series of activities proposed on farms to attract tourists (Barbieri and Mshenga, 2008), is a relevant segment of the rural tourism sector. It attracts visitors to rural areas, often located outside traditional tourist circuits and it can promote employment, income, and sustainable development of rural communities (Hall, Mitchell and Roberts, 2003: Govindasamy and Kelley, 2014). It also represents a farm diversification strategy (Busby and Rendle, 2000; Shen Cottrell, Hughey and Morrison, 2009; Barbieri, 2013; Addinsal et al., 2017). Farmhouses are often ancient farms from the 17th, 18th, and 19th centuries, appropriately renovated and restored, respecting the authenticity, traditions, and memories of the local community culture…