Previous knowledge in the field of economics and management is not required.

The Cultural Heritage Management course aims at providing students with an
international approach to the theory and practice of managing institutions and
networks operating in the field of cultural heritage.
Through the discussion of different case studies, the module seeks to promote
students' participation and critical understanding of managerial issues that cultural
organisations have to face in the "glocal" context. In particular, in line with the
objectives of the Master's degree in ITourDeM, the role of cultural heritage in the
development of sustainable tourism destinations will be deeply analysed.
Theories, concepts, tools and examples studied during the course will provide
students with knowledge and understanding of the management of cultural
organisations. Specific competences will be acquired in organisation, governance,
planning and evaluation, fundraising, marketing, audience development, community
engagement and performance measurement.

In the first session, the course analyses the concepts of culture, arts and heritage,
highlighting the emergence of heritage studies as an interdisciplinary field. Then, after
providing a theoretical background and giving an overview of some key managerial
paradigms and tools, it examines changes that have resulted from the globalization of
society during the late twentieth and early twenty-first centuries, particularly their
implications for cultural heritage management (e.g. the need for sustainability, the
impact of Information and Communication Technology, etc.).
In order to provide students with a global perspective on this topic, the module
compares different approaches and practices in the management of cultural heritage,
analysing specific case studies.
The following topics are discussed:
- The cultural sector: culture, cultural heritage and cultural organisations;
- Cultural policies and cultural heritage management;
- The changing role of museums: from institutions about something towards institutions
for somebody;
- Value assessment and value co-creation: quality management, performance
measurement and evaluation;
- Cultural marketing and audience development;
- Cultural value and its communication: the role of technologies above and beyond;
- Museum networks and cultural districts;
- Fundraising: private and public funding.

• 1.  (A) Francesco Bifulco, Tiziana Russo Spena (eds.) Managing cultural heritage McGraw-Hill Education, Milano, 2016 » Pagine/Capitoli: 1-291
• 2.  (C) Graham Black Transforming Museums in the Twenty-first Century Routledge, Abingdon, 2012
• 3.  (C) David Throsby The Economics of Cultural Policy Cambridge University Press, Cambridge, 2010
• 4.  (C) Gaetano M. Golinelli Cultural Heritage and Value Creation Springer International Publishing Switzerland, Cham, 2014
• 5.  (C) Rosemary Rice McCormick Marketing Cultural and Heritage Tourism: A World of Opportunity Routledge, London and New York, 2011

Additional material and lecture notes will be posted in the course website.

• The course will be delivered via lectures, group discussion and homework. Programme
  topics and specific case studies will be presented and discussed during lectures. Visits
  and meetings could also be arranged. Moreover, students are required to complete a
  short piece of project work (e.g. a power point presentation): those who attend the
  course are expected to lead a classroom discussion related to their presentation, while
  those who are not able to attend the course could present their project work at the
  exam. More instructions about project works (e.g. sources, structure, etc.) will be given
  at the beginning of the course.

• The course is assessed by an oral exam in order to verify knowledge and understanding
  in cultural heritage management. The presentation and discussion of the required
  project work is also evaluated as a means to understand students' ability to apply
  knowledge on a case study and formulate judgments in the field of cultural heritage
  management.
  The final evaluation (a maximum total of 30 marks available) is obtained through the
  analysis of the following criteria: knowledge and understanding (up to 10 marks); critical
  elaboration and problem solving (up to 10 marks); communication skills (up to 10
  marks).

English

English