The debate on accountability in collaborative working for public service delivery is still opened. However, the literature shows research challenges in extending knowledge on critical issues on routes in which accountability are adopted in the Joined-Up Government. This is the reason why public management literature focused on case studies within joined-up services provision. Notwithstanding, an extended understanding on joined-up strategic planning and delivery in culture heritage sector is also needed. More specifically, this research aims at investigating how the Resource-Based Management Theory can affect the accountability effectiveness of the strategic planning within the Joined-up cultural heritage provision. In order to achieve this aim, a case study on an Italian Strategic City was carried out. The evidences demonstrate how the Resource-Based Management in joined-up cultural service strategic planning and delivery fosters accountability. The new conceptual model provided by this case study opens up new research streams on performance measurement and management aligned to the routes of accountability in the joined-up strategic planning and delivery. Considering the social-economic implications of a good management of cultural heritage, these investigations could contribute to improve the quality of life and the welfare of the society.
Key words: Joined-up government, resource-based management, Italian strategic city, cultural heritage, strategic planning, accountability.
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