Calculating the Social Impact of Culture. A SROI Application in a Museum

Viganò, Federica; Lombardo, Giovanni

doi:10.1007/978-3-030-12240-9_53

Cited by 4 publications

(5 citation statements)

References 8 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The presented findings respond to the growing digitization of HR [32,36] in the museum sector [1,86]. The data obtained from the conducted analyses point to the importance of using information systems (such as Enterprise Resources Planning).…”

Section: Discussionmentioning

confidence: 53%

“…The aim of the following bibliography review is to present relevant sources in the field of HR [7,30] in the context of the NGO sector [8] of modern museums [1]. This sector has its specifics that are not to be encountered elsewhere [31,32]. This in turn is reflected in the approaches of macro/complex management and more discipline-specifically in the approaches of micro/independent personnel management [33].…”

Section: Hr Managementmentioning

confidence: 99%

See 1 more Smart Citation

Increasing Personnel Competencies in Museums with the Use of Auditing and Controlling

et al. 2020

View full text Add to dashboard Cite

Society is constantly developing and museums must respond to this. Museums’ main tasks include conservation of humanity’s history, which puts high demands on museum staff. The level of care for cultural heritage depends on the quality of staff at the given museums. Thus, HR management can be perceived as a soft museum discipline that can be supplemented with hard management approaches. From here, certain research questions arise, such as: What are the vital factors for HR management in museums, or how can personnel competencies development be continuously improved? The research aim is, therefore, to define for museums the vital factors for personnel competencies development with an emphasis on efficiency improvement. The defined task will be completed using a questionnaire together with a multipoint Likert scale. The research was conducted on a sample of n = 810 museums in EU 27. A personnel competencies model was constructed based on the statistical analysis and using stepwise regression, which points to the importance of auditing and controlling approaches in the management of museums. The outcomes point to a lower than expected impact of the number of employees and the quality of management on the personnel competencies development. The correlation analysis of the variables shows interesting relations that should be used for the development of performance in museums.

show abstract

Section: Discussionmentioning

confidence: 53%

Section: Hr Managementmentioning

confidence: 99%

Increasing Personnel Competencies in Museums with the Use of Auditing and Controlling

et al. 2020

View full text Add to dashboard Cite

show abstract

“…Finally, to track the understanding of the chain of changes produced to such stakeholders, and to justify the attribution of such impacts to the activity being evaluated, SROI relies on the elicitation of the theory of change (Weiss, 1995). Therefore, this theory is focused on analyzing how social change is obtained and what is the value created (Viganó & Lombardo, 2019). As indicated by Daye and Gill (2017), the SROI method expands the assessment beyond the outcomes that were the aim of the intervention, including not planned benefits.…”

Section: Origins Current State and Theoretical Foundation Of The Sroi Methodologymentioning

confidence: 99%

“…In the past few years, SROI studies applied to tourism impacts have been gradually incorporating new dimensions, from the impact of specific attractions (Aventia Consulting Limited, 2017) and museums (Barnett, 2011; Price WaterHouse Company [PWC], 2014) to the social value generated by museums as a whole (Whelan, 2015), even exploring the impacts generated by tourism at country level (PWC, 2015). For example, the recent research of Viganó and Lombardo (2019) about the impact generated by a museum association in Florence (Italy) revealed that workers were the most important stakeholders in aspects as welfare, work-life balance, career development, or employment stability. Other key stakeholders that receive impacts from this association were schools, elders' institutes, hospitality businesses, tourists, and public administration.…”

Section: Applications Of Sroi To Tourism Impact Analysismentioning

confidence: 99%

Social Return on Investment (SROI) to Assess the Impacts of Tourism: A Case Study

et al. 2021

View full text Add to dashboard Cite

This article contributes to the debate on the social and economic impacts generated by tourism activities using a methodology that is still insufficiently explored in the field of tourism and the impacts that this causes: social return on investment (SROI). Using the analysis of a case as a guiding thread, this article shows how the application of this methodology allows one to know in depth the social value that an emblematic palace (one of the main tourist attractions of a city in the south of Spain that was designated as a United Nations Educational, Scientific, and Cultural Organization [UNESCO] World Heritage Site) brings, the changes experienced by the interest groups that interact with it, and the theory of change that promotes the very existence of the palace. Its results and conclusions can also inform policies and strategies of these other actors related to the intervention.

show abstract

“…Museums have assumed in the past decades a dynamic role in society, focused not only on culture and education but also on social involvement and activism (Emery, 2001;Sandell, 2003;Black, 2012;Long, 2013). The social impact of museums is recognized and assumed as strategic by increasingly more museums, having many dimensions to consider (Sandell, 2003;Nikonanou & Venieri, 2017;Viganó & Lombardo, 2018;Janes & Sandell, 2019). The social dimension of the museum offer could lead to social innovation, with a sustainable impact on the museum's communities.…”

Section: Introductionmentioning

confidence: 99%

Romanian Museums under Scrutiny

Bira,

Zbuchea,

Romanelli

2020

Management Dynamics in the Knowledge Economy

View full text Add to dashboard Cite

The museum sector has changed in the past decades, becoming for dynamic, diverse, interactive, participative and innovative. All this shifts make museums more and more appealing and increase the level of satisfaction of museum visits. Understanding to what degree the public perceives and appreciate these trends, could give museum management hints to better fit their development strategies to the audience. Generally, perceptions are very important for appealing organizations. This is valid also for museums. Museum’s image influences the audience’s satisfaction. Perceptions are important for successful museum visits in many ways. Having this is mind, the present study investigates how participative and innovative are considered Romanian museums.

show abstract

Calculating the Social Impact of Culture. A SROI Application in a Museum

Cited by 4 publications

References 8 publications

Increasing Personnel Competencies in Museums with the Use of Auditing and Controlling

Increasing Personnel Competencies in Museums with the Use of Auditing and Controlling

Social Return on Investment (SROI) to Assess the Impacts of Tourism: A Case Study

Romanian Museums under Scrutiny

Contact Info

Product

Resources

About