Introduction: The Future of Museums

Bast, Gerald; Carayannis, Elias G.; Campbell, David F. J.

doi:10.1007/978-3-319-93955-1_1

Cited by 4 publications

(3 citation statements)

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“…Fifth, and last, greater autonomy of managers is thought to stimulate the processes of digitalization and virtualization that are recontextualizing the identity and the functioning of museums (Cappa et al, 2020). Information and communication technologies and digital tools prove to be fundamental assets for increasing the ability of museums to meet the IJOA 30,6 evolving expectations of various categories of stakeholders, contributing to the improvement of the quality and timeliness of inter-institutional relationships woven by museums with other entities operating in their competitive context (Bast et al, 2018).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

The managerialization of museums and art institutions: perspectives from an empirical analysis

Palumbo

Manna

Cavallone

2021

IJOA

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Purpose Managerialization – i.e. the institutional and organizational transformation of cultural institutions acknowledging the need for a managerial action to address their value propositions – is radically reshaping the way museums interact with relevant stakeholders and arrange their service offering. The paper aims at making sense out of the manifold implications of managerialization on museum activities. Design/methodology/approach Secondary data were collected from a sample of 4,073 Italian museums and art institutions. A logit regression model was designed to investigate the implications of museums’ managerialization on pricing strategies, service offering, organizational and marketing policies, inter-organizational relationships and digitalization. Findings Managerialization triggered an evolution in museums’ service offering and organizational practices. Institutions that underwent a managerial development were more likely to innovate their policies and strategies. However, managerialization may undermine the way museums focus on disadvantaged people, nurturing inequalities in the access to their service offering. Practical implications The managerialization of museums should be handled as a double-edged sword. Although it contributes in enriching the museums’ service offering and in differentiating their activities, it may generate drawbacks on the art institutions’ ability to address the demands of underprivileged groups. Tailored correctives are needed to avoid the side effects of managerialization. Originality/value This is one of the first attempts to investigate the implications of managerialization on museums’ practices and inter-organizational relationships. The research findings provide some insights into the challenges that are related to the managerialization of museums and art institutions.

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Section: Theoretical Frameworkmentioning

confidence: 99%

The managerialization of museums and art institutions: perspectives from an empirical analysis

Palumbo

Manna

Cavallone

2021

IJOA

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“…Museums are interested in providing new interactive experiences to engage their visitors. This transformation process possesses several challenges in particular with its design process [1]. Indeed, designing new interactive experiences requires complementary competencies (e.g.…”

Section: Introductionmentioning

confidence: 99%

Designing interactive museum visitors' experience using a Fab Living Lab platform: the Museum-Aquarium of Nancy case

Ten

Garces

Dupont

2020

2020 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC)

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As in many areas, museums and cultural institutions currently undergo a transformation characterized by the use of digital and interactive technologies. New perspectives in the development of museum experiences are being open which impacts the overall functioning of these institutions. To design experiences that are adapted to enhance the visitor experience appropriate methods are required. User experience design and Living labs approach offer tools to support this process. In this paper, we document the experience of the renovation of the Museum-Aquarium in interaction with the Fab Living Lab platform, the academic innovation space of Nancy, France. We present the process of the development of three interactive and digital experiences based on ideation, rapid-prototyping, and test by use. This experience presents the methods and shares the lessons learned in this process. The work performed can serve as references for the development of other museum interactive installations. Furthermore, we identify potential transfer to other domains.

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“…Creativity and creativity skills are crucial in driving innovation, which again is advancing the evolution of knowledge society, knowledge economy, and knowledge democracy (In't Veld 2010). Arts and artistic research represent crucial components in an advanced innovation system (Bast et al 2015(Bast et al , 2018Campbell 2013;Carayannis and Campbell 2014;Carayannis and Campbell 2015;Pantelić 2019). Interdisciplinarity and transdisciplinarity are requiring furthermore trans-sectoral mobility and networking, sometimes with international and global connotations, ramifications, and follow-ups, to better address the Global Challenges.…”

Section: Introductionmentioning

confidence: 99%