Local museums as catalysts for development: Mamoiada, Sardinia, Italy

Iorio, Monica; Wall, Geoffrey

doi:10.1080/1743873x.2010.515311

Cited by 14 publications

(10 citation statements)

References 17 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…While this debate has continued with regards to the inclusion or otherwise of events and festivals (Weidenfeld & Leask, 2013;Connell, et al 2014) and the differentiation from the term destinations (Mayer et al, 2010;Prebensen, 2014), many articles based on research within VAs make no attempt to define the term (Henderson, 2010;Porto, Leanza, & Cascone, 2012), instead they simply include a type of tourism product within a discussion of VA. In general the literature indicates that there may have been a broadening of the various categories that lie below the set definitions, where new terms such as event attractions, the inclusion of events within the VA definition and the differences between destinations and VAs are discussed (Iorio & Wall, 2011);McKercher, Shoval, Nga, & Birenboimb, 2012;Wu, Wall, & Pearce, 2014).…”

Section: Research and Sector Contextmentioning

confidence: 99%

“…• Tourism development is often the prominent driver that determines the priorities of the government interventions for VA development and heritage protection within destination settings (Wang & Bramwell, 2012). Political dimensions are thus the focus of several articles that explore the role of politics and government influences on VA development, mainly to explore the issues surrounding capital investment (Siderelis et al, 2012), VAs as a catalyst for development (Iorio & Wall, 2011) and broader social inclusion (Waterton, 2009). Findings suggest that heritage is often used as a tool for not only touristic experiences but to encourage civic engagement, as Waterton (2009) found in her review of New Labour policy initiatives.…”

Section: Role Within Destinationsmentioning

confidence: 99%

See 1 more Smart Citation

Visitor attraction management: A critical review of research 2009–2014

Leask

2016

Tourism Management

View full text Add to dashboard Cite

Section: Research and Sector Contextmentioning

confidence: 99%

Section: Role Within Destinationsmentioning

confidence: 99%

Visitor attraction management: A critical review of research 2009–2014

Leask

2016

Tourism Management

View full text Add to dashboard Cite

“…More specifically, it entailed a greater propensity of cultural institutions to build inter-institutional agreements and partnerships with public and private actors aimed at obtaining financial support. Managerialization stimulated greater willingness of museums and cultural institutions to participate in local networks aimed at strengthening the territorial identity (Iorio and Wall, 2011). Nevertheless, it seemed that management growth negatively affected the participation of museums in inter-organizational relationships with other cultural institutions to promote the local cultural heritage, with competition prevailing over collaboration (McLean, 1995; Palumbo and Manna, 2018).…”

Section: Discussionmentioning

confidence: 99%

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

Palumbo

Manna

Cavallone

2021

IJOA

View full text Add to dashboard Cite

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.

show abstract

“…Kindlasti ei saa Ühendriikide kogemust üks ühele kogu maailmale üle kanda. On mitmeid teisigi tõmbe-ja tõuketegureid, mis on kujundanud muuseumide käsitlusi oma suhetest ühiskonnaga: tänapäeva sotsioloogiast ja kultuuriteooriast lähtuvad kriitilised noodid dogmaatiliste narratiivide suunal, mis -kolonialismi või rahvusluse vaimust kantuna -eelistavad ühtset lugu mitmekesise ühiskonna erinevate osapoolte väiksematele lugudele (Rosenberg 2011); poliitiline suunamuutus ning surve õigustada avaliku sektori kulutuste tõhusat kasutust sotsiaalsete probleemide lahendamisel (Newman ja McLean 2004); soov parandada oma akadeemilist taset läbi partnerluse akadeemiliste asutustega (Silverman ja Bartley 2013); astuda kaasavate kogukonnaprojektide kaudu kahepoolsesse dialoogi loodava sisu üle (Iorio ja Wall 2011) jne. Mainitud ja mainimata jäänud asjaolud moodustavad üha uusi ja ainulaadseid suhteid muuseumide ja avalikkuse vahel.…”

Section: Muuseumi Ja üHiskonna Suhtemudelidunclassified

Muuseum tänapäeva ühiskonnas: Eesti Vabaõhumuuseumi maaarhitektuuri keskuse mõju

Kask¹

2019

ERMAR

View full text Add to dashboard Cite

In their strategic goals, an increasing number of Estonian museums are departing from the conventional formula of ’collecting, preserving, researching and mediating the heritage of the field’. The new objectives are to ’ignite people's interest in art and culture’, to be ’the creator of social cohesion’ or even ’to increase people's knowledge of Estonia as a maritime nation and to cultivate respect and love of the sea in our society’. It can be said that the Estonian museum landscape is undergoing a transition from entertainment education towards having a greater social impact, or if not that, then at least the new theme is increasingly more clearly formulated in the museums’ mission and vision statements along with the usual activities. There are several possible reasons for this, including: the need for a new conceptual basis, the experience of participatory and inclusive activities having yielded positive results, the influence of global changes of perspective, and so on. But how are the high ideals theoretically justified? What form and priority do social values assume in the daily activities of the museum? The aim of this article is to provide guidelines for identifying societal impacts and offer guidance concerning the appropriate strategic planning of museum activities. In the first part of the article, I examine the relationship models between museums and society, drawing on the analyses of professional literature published in the past 15 years. My aim is to outline a framework which would make it possible to identify and compare conceptual approaches and which would serve as a guide for strategic planning. Based on a review of the literature, it is possible to discern three categories: “public value”, “societal impact” and “societal change”, which can be differentiated in terms of the theoretical basis, identification of target groups, and the description of activities and impact indicators. Although these categories are notional and traces of various approaches can be found in every institution, they can be mapped along two broad spectrums: one based on the intensity of societal impact (passive vs. active) and the other, based on the audience (public vs. individual). In the second part, I analyse the past development plans of the Estonian Open Air Museum's Center of Rural Architecture in the light of the above framework. Despite the explicit formulation of the expected societal impact, the success of the department's work is assessed in terms of performance indicators that are not unequivocally linked to the general objectives. Although the main target group is the owners of old houses, their needs and expectations are not clearly defined. Notionally, the Centre's plans fall into the category of societal impact. In the last part, I discuss the possibilities of attaining a greater degree of societal impact when drawing up the new development plan. The most important thing is to find a theoretical basis which would help to conceptualise ‘society’ and target impact indicators that are realistic and clearly demonstrable in terms of the effectiveness of the activities. There are several options available here (improvement of the condition of cultural heritage, environmental conservation, the viability of rural areas or the quality of the living environment, and etc.), all of which provide a basis for a rethinking of our current goals and activities.

show abstract

Local museums as catalysts for development: Mamoiada, Sardinia, Italy

Cited by 14 publications

References 17 publications

Visitor attraction management: A critical review of research 2009–2014

Visitor attraction management: A critical review of research 2009–2014

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

Muuseum tänapäeva ühiskonnas: Eesti Vabaõhumuuseumi maaarhitektuuri keskuse mõju

Contact Info

Product

Resources

About