Il contributo analizza il processo di attivazione e l’evoluzione della governance del distretto culturale dei Castelli romani, integrando diversi approcci teorici e modelli concettuali (stakeholder management, public governance...) presenti in letteratura e dimostrando come questi possano essere utilmente applicati per analizzare i sistemi di governance dei distretti culturali. Dopo aver esaminato il processo di riorientamento verso il modello del “distretto della creatività”, il confronto con altre best practice nazionali di collaborazione interistituzionale permette di identificare le funzioni di coordinamento strategico dei network nei distretti culturali e le relative competenze chiave.
This paper analyzes the activation process and the evolution of governance in the cultural district of Roman Castles, integrating different theoretical approaches and conceptual models (stakeholder management, public governance...) in the literature and showing how they can be usefully applied to analyze governance systems in cultural districts. After reviewing the process used to re-orientate the district towards the “creativity” model, a comparison with other national best practices of interinstitutional collaboration allows to identify which are the strategic coordination functions (and related core skills) of networks in cultural districts.
This paper analyzes the activation process and the evolution of governance in the cultural district of Roman Castles, integrating different theoretical approaches and conceptual models (stakeholder management, public governance...) in the literature and showing how they can be usefully applied to analyze governance systems in cultural districts. After reviewing the process used to re-orientate the district towards the “creativity” model, a comparison with other national best practices of interinstitutional collaboration allows to identify which are the strategic coordination functions (and related core skills) of networks in cultural districts.
