Alessandro Braga
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About Alessandro
Dr. Braga is a lecturer and researcher in leadership and international management. His current research interests are the application of place-based approaches to both leadership and entrepreneurship, sustainability, and global challenges. He has published different articles in international peer-reviewed journals such as Regional Studies, and Public Money & Management, among others. He was born in Italy and he earned his Ph.D. in Accounting, Business Administration, and Public Management from the University of Siena in 2014. He is fluent in Italian and English and Spanish (advanced). Dr. Braga gained international experience from academic positions held in the U.K., the U.S., Italy, Denmark, and Peru.
Contributions
Advancing Entrepreneurial Ecosystems Through a Place-Based Approach
Publications
Scrutinizes the conceptualization of performance in settings where public services involve actors beyond traditional public administrations. Findings reveal that when the co-production activation is driven by both state and lay actors, public managers tend to conceptualize and measure its performance in a way that builds a more structured co-productive space.
Explores the role of civic leadership in promoting place-based partnerships and coalitions to address complex social, economic, and environmental challenges. Presents an explorative study conducted in two mid-sized cities (Padua, Italy and Peterborough, UK) to identify city leaders across various domains of local governance. Findings indicate that civic leadership often appears fragmented and less visible, particularly among social economy actors.
Investigates the strategic governance of the digital transformation of the accounting environment in cultural organizations. Identifies three key transitions for its strategic governance: from the static, technical and physical to the relational, emotional and digital; from bureaucratic managerialism to value co-creation; and from traditional corporate social responsibility to integrated external engagement.
Introduces a strategy that can be used by managers to (co)design, (co)analyse and (co)assess processes of public value co-creation. Recommends actions for implementation by public managers and suggests watchdogs and civil society organizations should be monitoring the effects of public value co-creation processes from a material perspective.
Investigates public value co-creation by researching how people make experience of public value creation across sectors and from a place perspective. Results identify 21 themes (ways of co-creating public value from four realms of place-based leadership – political, community, managerial and business).
Investigates the contribution of technology in the public administration discipline by illustrating how and why public administration and technology are connected. Analysis stresses the importance of considering the dark side of technology tools applied to the public sector.
Sheds light on what city leaders can do about climate change in the context of the complex extra-territorial challenges they face. Identifies six main actions, advancing knowledge on both place leadership and collaborative governance. Findings represent a tool for better tackling the ‘wicked problem’ of climate change.
Discusses the concept of ‘publics’ and provides a case example related to Covid-19 to show the importance of strategically managing with and for publics. Results suggest that public managers and politicians could make more equitable decisions by visualizing trade-offs in public values and co-create better strategies by taking the perspective of those experiencing the effects of public decisions and services.