120,151 research outputs found
Change and continuity in managerialism: 100 years of administrative history at the International Museum of Ceramics in Faenza
No full textThis paper offers a long-term perspective on the debate on managerial transformations in the public sector: how public sector organisations actually arrived at such changes, what processes, discourses and practices are transformed and how. This is investigated through archival research and a longitudinal analysis of 100 years of the administrative history of an Italian museum. Taking a historical perspective allows us to account for organisational changes that occurred over time, including major reforms in the governance structure and the dynamics of some core managerial features. Such an approach enables a more in-depth, empirically grounded and historically aware discussion on the so-called rise of managerial issues in the public sector. © The Author(s), 2011
Measurement of the branching fraction by B A B AR
No full textThe BABAR collaboration measured the decay branching fraction B(B'→D∗-πππ+) =(ι∈l∞∞(stat.)±l 3∂ ∞(syst.)) × ∞l-∂ using a sample of (470.9 ± 2.8) × 106 BB pairs. This measurement will facilitate the measurement of B(B' → D∗- τ+ντ) with τ+ → π+π-π+ντ at hadronic colliders, improving the experimental precision on the normalization branching fraction B(B' → D∗-'π+ π-π+)
Managing Change and Master Plans: Machu Picchu Between Conservation and Exploitation
No full textMachu Picchu is among the world’s most controversial heritage sites. It represents a case where raising money through ticket sales and other activities, rather than an opportunity to fund site preservation, in fact constitutes a major threat to the survival of the site through overexploitation. Unesco has been very critical in recent decades about the management of Machu Picchu. International pressure resulted in the establishment of two master plans, in 1998 and in 2005. In this paper we investigate in depth the contents and rhetoric of the two plans, comparing changes in the two different versions, and linking the change in planning attitude to actual changes taking place in the site. This is also an opportunity to open a discussion on the interdisciplinarity of master plans in heritage sites
Trasformazione istituzionale e managerializzazione nel patrimonio culturale: Heritage Malta
No full text
Managing Machu Picchu: institutional settings, business model and master plans
No full textPurposeThe purpose of this paper is to analyze elements of continuity and change in the administrative history of the Historical Sanctuary of Machu Picchu (HSM) over the last decade.Design/methodology/approachBased on a field study and of both qualitative and quantitative data, the paper reconstructs changes in accounting and planning processes and discourses.FindingsAt the macro level, in the recent past Peru has gone through a process of modernization of the State, moving to more transparent and accountable forms of public management that deeply restructured the public sector. In parallel, the international community (particularly, UNESCO) has urged the adoption of a comprehensive strategic management plan for the HSM. Common to these pressures for change is a logic of efficiency, of rationalization and control of public expenditures and of more effective public services. At the micro level, these two pressures for change are shaping both the transformation of the accounting representation system and the managerial and planning practices in Machu Picchu.Originality/valueThe paper focuses on a description of the institutional settings in order to make sense of the multiple rationalities involved; second, a reconstruction of the underlying “business model” of the main entity involved in the administration of Machu Picchu (in terms of internal structure and scope, visitor performance, financial performances, human resources); and third, a focus on the progressive introduction of master planning as a practice.</jats:sec
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