From communism to market: business models and governance in heritage conservation in Poland
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From communism to market: business models and governance in heritage conservation in Poland Sara Bonini Baraldi1 · Paolo Ferri2
© Springer Science+Business Media, LLC, part of Springer Nature 2019
Abstract The paper focuses on the effect of business model and governance changes on conservation and access outcomes in three heritage sites in Poland: Ksiaz Castle, the Shrine of Our Lady of Grace Abbey and the Jelenia Gora Valley historic palaces. It argues that the interplay between business model and governance led by relevant political, administrative and economic changes has an impact on which historic buildings are conserved for future generations, in what form, and with which functions. Findings from the case studies allow us to design three ideal business models for the management of heritage sites. The paper also explores implications for management research regarding business model and public sector change. Keywords Governance · Business model · Heritage conservation · Poland · Decentralization
1 Introduction Historic buildings and sites are constitutive elements of urban and rural landscapes, places of identity, and drivers of economic development. As an area of research, heritage has increasingly attracted the interest of management and accounting scholars, who use the field to study public sector change (Ferri and Zan 2017; Bonini Baraldi 2014; Lusiani and Zan 2010), performance measurement (Abdullah et al. 2018; Donovan and O’Brien 2014; Manes-Rossi et al. 2018), and accountability related issues (Ellwood and Greenwood 2014; Hooper et al. 2005). While there is a shared * Sara Bonini Baraldi [email protected] Paolo Ferri [email protected] 1
Interuniversity Department of Regional and Urban Studies and Planning, University and Polytechnic School of Turin, Castello del Valentino, Viale Mattioli 39, Turin, Italy
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Department of Management, University of Bologna, Via Capo di Lucca 34, 40126 Bologna, Italy
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agreement on the importance of preserving heritage assets for future generations (ICOMOS Australia 2013)—which explains the considerable financial support they have traditionally received from the State (Benhamou 2003)—public sector budget cuts push cultural institutions, local governments and private citizens to find alternative ways to fund conservation projects (Jones et al. 2015). This diversification of revenue streams comes with implications. In this paper we explore how different business models and distinct governance arrangements affect outcomes in terms of what is conserved, and the degree of accessibility to the public. We define business model as a representation of how organizations develop their activities and competences to match customers’ needs in order to be financially viable (Baden-Fuller and Morgan 2010; Shafer et al. 2005; Teece 2010); and governance arrangements as the way the interests and roles of public, private and non-profit sectors are integrated and coordinated following processes of state withdrawal (R
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