La riforma contenuta nell’art. 35 della legge finanziaria per il 2002 prevede l’affidamento dei servizi pubblici tramite gara a operatori pubblici o privati, purché costituti nella forma di società per azioni. Gli enti locali si vedono, quindi, costretti a trasformare le attuali gestioni in società per azioni, a prescindere dalle loro condizioni aziendali e specifiche esigenze gestionali: tale riduzione dell’autonomia decisionale degli enti locali ha suscitato reazioni da più parti, sino a sollevare questioni di legittimità costituzionale. In questa prospettiva, l’articolo si propone di comprendere come gli enti locali hanno risposto alla pressione esercitata dall’art. 35, e da un clima culturale genericamente favorevole alla riduzione dell’intervento pubblico in economia.
Italian local utilities are involved in a reform process. The aim is to liberalise the utilities industry. In particular, the reform forces local government to transform local utilities in joint stock companies on one side, and put public services out to tender on the other side. In this perspective, private enter- prises or other local utilities could be entrusted with the task to provide public services to local communities. Based on these premises, the article aims at understanding how local governments react at this institutional pressure. Neoinstitutionalism constitutes the theoretical framework. The study was developed on a sample of 80 local governments. Results show how local governments do not simply comply with the institutional pressures: they adopt their strategic responses to the institu- tional processes.
Italian local utilities are involved in a reform process. The aim is to liberalise the utilities industry. In particular, the reform forces local government to transform local utilities in joint stock companies on one side, and put public services out to tender on the other side. In this perspective, private enter- prises or other local utilities could be entrusted with the task to provide public services to local communities. Based on these premises, the article aims at understanding how local governments react at this institutional pressure. Neoinstitutionalism constitutes the theoretical framework. The study was developed on a sample of 80 local governments. Results show how local governments do not simply comply with the institutional pressures: they adopt their strategic responses to the institu- tional processes.
