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The purpose of this paper is to examine the difference between formal and real school autonomy in the Italian educational system. The Italian case is characterised by low levels of school autonomy. It is interesting to consider whether heterogeneity of patterns is possible in this context. A description of this heterogeneity is provided through archetypes.

The methodology is a qualitative survey conducted among school principals. A non‐standardised questionnaire was completed by 35 principals. The collected data were examined in accordance with the framework dimensions (different features of school autonomy) and three archetypes were identified.

The three archetypes of schools identified are: first, entrepreneurial (the strategies followed and the tools used are broader than those that the law prescribes); second, chaotic (different actors express their opinions but, ultimately, there is no shared decision at the school level); and third, bureaucratic (the school's principal thinks that nothing can be done without legal prescription).

Through a new case (the Italian educational system), this paper contributes to the stream of literature on the disconnect between formal and real school autonomy. This paper can help policy makers to improve understanding of the characteristics and internal heterogeneity of the educational system.

The purpose of this paper is to investigate the role of governance and managerial characteristics of schools. More specifically, the aim is to individuate the factors that are associated to higher schools’ performances, as measured through student achievement.

The research is conducted by means of a survey in the private junior‐secondary schools in one Italian region (Lombardy).

The results show that some features characterize the group of “high‐performing” schools: the presence of structured tests to measure student’ achievement; specific services for disabled and foreign students; a high level of principal's autonomy in strategic decision making; the use of assessment for defining strategies; and a high collaborative attitude among teachers.

The present paper focused only on the private sector, because non‐public schools benefit from a substantial autonomy in their organizational and managerial profile. Some of the indicators collected in this study could be included in the Italian standardized tests’ protocol, by creating an ad hoc school's questionnaire.

This paper answers to the call by educational research, applied economic research and present institutional assessment activities for a renewed desire to build reliable indicators about schools’ performance in Italy. In this paper an analytical framework is developed to collect relevant information about schools’ characteristics.

The purpose of this paper is to suggest a methodology to calculate efficiency scores for a sample of Italian primary and middle schools. The main aim is to relate these measures of efficiency to a set of “external” factors that can affect schools’ performance, such as the average socio-economic background of their students, their location in an urban/non urban setting, etc. After presenting this analysis, the paper proposes a procedure to calculate “adjusted” efficiency measures – which take in the role of external variables – in order to assess the “pure” management efficiency of each school, and so to avoid confusing the institution's performance with the aspects relating to its background.

Efficiency is defined in its technical sense that is, the ability to transform inputs (financial and human resources) into outputs (results achieved by students in standardized test scores). A two-stage quantitative procedure was used to investigate “managerial” efficiency, so that the impact of external variables on educational efficiency could be suitably taken into account.

The results show that the average efficiency score is quite high in the sample of schools considered, but potential savings can still be made: overall, with the schools’ available resources, achievement scores could be increased by about 20 percent. Efficiency and educational equity are complementary in primary public (state) schools, and the most efficient schools are those with the lowest internal variance between the students’ achievement scores; the same does not hold for middle school students’ results in mathematics. Lastly, several schools appeared to be efficient when the external variables were not taken into consideration, while their background actually favored them, and they are not efficient from a purely managerial perspective.

The most important piece of innovation is the investigation of managerial efficiency and its implications on policies. This study confirms and suggests that there could be an inverse relationship between apparent (baseline) and true (managerial) efficiency, that is, between the efficiency scores achieved before and after the “correction” made for external variables.