University of Macerata

Università di Macerata


The University of Macerata (UniMc), founded in 1290, is one of Italy’s oldest universities. About 11,000 students are enrolled at UniMc, which employs around 600 staff, in a variety of roles.
Unimc is the only university in Italy that focuses exclusively on socio-economic sciences and humanities: the University departments – listed below – share a high degree of interdisciplinary cooperation.

  • Department of Law
  • Department of Education, Cultural Heritage and Tourism
  • Department of Political Science, Communication Science and International relations
  • Department of Humanities / Literature, Linguistic Mediation, Ancient and Modern Languages, History, Philosophy
  • Department of Economics and Law

UniMc aims at contributing to the development of individuals and society through cutting-edge research, focused on excellence at an international level (Innovation through humanism).
We firmly believe in the added value that social sciences and humanities bring to the understanding of complex socio-economic and political questions, from a multidisciplinary perspective.
Innovative solutions are often the result of well-balanced cross-disciplinary approaches; the ability to imagine future developments and to devise intelligent, problem-solving strategies is never simply a matter of adopting and adapting new technologies.
Critical and creative thinking has an important part to play in this process and the community of scholars and researchers at UniMc is uniquely positioned to provide the necessary skills and expertise.

The Research Area of Cultural Heritage of the Department of Education, Cultural Heritage and Tourism carries out studies, research and design relating to the social and economic development of tangible and intangible cultural heritage with particular regard to communication.


The many disciplinary skills at its disposal, from history, museology, archeology and art history, through planned conservation, restoration, architecture and administrative law, to archiving, business management and information science have enabled the research area to establish close working relationships with institutions and companies, national, regional and local authorities and especially with the Ministry for Cultural Heritage and other Italian cultural institutions.

The Department created the half-yearly journal, “Il capitale culturale. Studies on the Value of Cultural” (ISSN: 2039-2362), to provide a field of discussion on the issue of the integrated conservation and enhancement of cultural heritage among scholars in different disciplines. The journal is not only addressed to academic partners, but also aims to respond to the needs of both public and private subjects, operating in the management of cultural heritage at different national and international levels, in order to offer them innovative and effective models. The basic assumption is that, especially in the Age of Knowledge, Culture is a fundamental asset to enhance tangible and intangible citizens’ quality of life and development.

Barile, S., Golinelli, G.M., Montella, M., Saviano, M. (2012), A systems view of cultural heritage. The case of landscape, in Morvillo A. (Ed.), Advances in Tourism Studies. In memory of Clara S. Petrillo,Collana “Services and Competitiveness”, McGraw-Hill Education, Milano, pp. 361-379.
Barile, S., Montella, M., Saviano, M. (2012a), A Service-Based Systems View of Cultural Heritage, Journal of Business Market Management, vol. 5, n. 2, pp. 106-136.
Barile, S., Montella, M., Saviano, M. (2012b), Enhancement, Value and Viability of Cultural Heritage. Towards a Service-Based Systems Approach”, in Gummesson E., Mele C., Polese F. (Eds), The 2011 Naples Forum on Service. Service-Dominant Logic, Network & Systems Theory and Service Science: integrating three perspectives for a new service agenda, Giannini Editore, Napoli.
Barile, S., Saviano, M., (2012), Dalla gestione del patrimonio di beni culturali al governo del sistema dei beni culturali, in Golinelli G.M. (Ed.), Patrimonio culturale e creazione di valore. Verso nuovi percorsi, Cedam, Padova, pp. 97-148.
Cerquetti, M. (2010), Strategie di branding del cultural heritage nella prospettiva esperienziale, Sinergie, n. 82, pp. 123-142.
Cerquetti, M. (2011), Local art museums and visitors: Audience and attendance development. Theoretical requirements and empirical evidence, ENCATC Journal of Cultural Management and Policy, vol. 1, n. 1, pp. 20-27.
Cerquetti, M. (2012), Local Cultural Heritage and Tourism Management: Key Issues for Sustainable Heritage Tourism – An Italian Perspective, in Kozak M., Kozak N. (eds), 6th World Conference for Graduate Research in Tourism, Hospitality and Leisure (Fethiye, 24-29 April 2012), Detay Yayincilik, Ankara, pp. 69-82.
Cerquetti, M. (2012), La valorizzazione del patrimonio culturale locale attraverso l’approccio esperienziale: oltre l’edutainment, Mercati e competitività, n. 4, pp. 53-71.
Dragoni, P. (2010), Processo al museo. Sessant’anni di dibattito sulla valorizzazione museale in Italia, Edifir, Firenze.
Dragoni, P. (2010), La valorizzazione nei musei locali: proposte di intervento per l’adeguamento degli istituti marchigiani agli standard dotazionali e prestazionali, in Dragoni P. (a cura di), La “qualità” nel museo,eum, Macerata.
Montella, M.(2009a), Valore e valorizzazione del patrimonio culturale storico,Electa-Mondadori, Milano.
Montella, M. (2009b), Il capitale culturale,eum, Macerata.
Montella, M. (2012), Valore culturale, in Golinelli G.M. (Ed.), Patrimonio culturale e creazione di valore. Verso nuovi percorsi, Cedam, Padova.
Montella, M., Dragoni, P., a cura di (2010), Musei e valorizzazione dei beni culturali. Atti della Commissione per la definizione dei livelli minimi di qualità delle attività di valorizzazione, Clueb, Bologna.

Role in the project

Crossing the topic’s specific research dimensions, UniMC focuses on:

  1. the transmission of cultural heritage value to different targets;
  2. tangible and intangible benefits that could follow in order to increase human cultural capital and create the conditions to transmit cultural heritage to future generations.

Specifically, the contribution of UniMC wants to:

  • a)    study processes and tools to recognize and efficiently communicate cultural value, through differentiated product policies (place, language, tools) to reach multiple and different targets;
  • b)   investigate how this knowledge could create:
    • 1.    presentation value: heritage physical and intellectual accessibility;
    • 2.    landscape value: sustainable reuse of cultural heritage considering physical and cultural carrying capacity and according to residents’ multidimensional quality of life;
    • 3.    production value: the enhancement of cultural heritage, also in its landscape dimension, and tacit knowledge (skills, traditions, intangible heritage in general), which has been inherited and transmitted from a generation to another, both as a production factor for the distinctive quality of “made in” products and their innovation and an inimitable and competitive market driver.

Particularly, it is necessary to know and communicate the potential value inherent in cultural goods and therefore to manage cultural organizations with this mission in order to meet the broader social and market demand. In this way we could succeed not to disappoint the right to culture to create – as it is right and possible – social and market value for communities, individuals, territories and made in Italy products, and finally to ensure the survival of the ‘cultural capital’. Even the international documents relating to the management of cultural institutions and services and the needs expressed by cultural organizations insist that it is necessary a multidisciplinary approach, integrating theoretical and speculative, legal and institutional, economic and managerial competences, efficiently using the technology resources applicable to conservation and enhancement. Since the challenge we face is, on principle, cultural and general, the appropriate solutions can only come from a dialectic among different disciplines.