Il decision-making interattivo è una pratica molto diffusa nelle amministrazioni pubbliche, specialmente a livello locale. Nonostante la sua popolarità, una porzione del fenomeno, cioè la valutazione empirica dei suoi risultati, è ancora in parte da approfondire. Il presente articolo cerca di analizzare come le forme organizzative utilizzate per gestire i processi partecipativi ne influenzino i risultati. A tal fine, si analizzano quattro casi di studio sulla base di un modello di analisi qualitativo.
Interactive decision making has become a recurrent practice, especially in local governments. Although the issue is largely debated, the evaluation of its effects is still underanalyzed. This article elaborates on a qualitative model aimed at analysing how organizational arrangements influence the outcomes of interactive decision making. The model is then used for the analysis of four case studies at the local government level in Italy.
Interactive decision making has become a recurrent practice, especially in local governments. Although the issue is largely debated, the evaluation of its effects is still underanalyzed. This article elaborates on a qualitative model aimed at analysing how organizational arrangements influence the outcomes of interactive decision making. The model is then used for the analysis of four case studies at the local government level in Italy.
