Making Ways for Change: Museums, Disruptive Technologies and Organisational Change

Abstract

This paper aims to stimulate discussion about the nature of technology-related organisational change and how it is managed within museums. It argues that how we think about and understand change affects our ability to anticipate, shape and direct it. Drawing upon perspectives from sociology, information systems, management and organisation theory, this paper explores how we might understand and better manage change within the museums sector generally and, in particular, that which arises in our use of digital information and communication technologies (ICTs). It advocates the conscious use of theory, particularly organisational theory, to encourage new perspectives on organisations and the challenge of change represented by technology. Organisational theory particularly that informed by the 'new science' of complexity provides a rich source of insights about the nature of change which have so far been lacking in the discussion of digital cultural heritage within museums.

ICT adoption in heritage organizations: Crossing the chasm

“…Studies looking at the success of setting up digital technologies in cultural heritage organizations have focused on two approaches: organizational factors and contextual elements. In the literature, several organizational factors are key for learning: (1) using the appropriate technology; (2) obtaining the necessary funds; (3) being convinced, especially at management level; (4) being aware of the needs of the organization and the advantages of going digital; (5) having a qualified and motivated staff; (6) aligning digital strategy with the corporate strategy; (7) establishing a change management policy; (8) convincing others in the same field of the advantage of this type of action; and (9) taking advantage of the relational dynamics of the context (Parry, 2013;Peacock, 2008).…”

Turismo cultural: um estudo sobre museus e internet

“…Alguns estudos indicam que o uso das TIC pelos museus tem a capacidade de aumentar o número de turistas, atrair novos públicos, melhorar a aprendizagem do visitante (Lehn & Heath, 2005;Peacock, 2008;Asensio & Asenjo, 2011) e cada vez mais essas instituições têm inserido tecnologias em seus espaços como ferramenta de comunicação e inovação, além de propor novas abordagens contextuais e expositivas (Román, Gonzàlez & Gascón, 2017).…”

Coworking Spaces, Accelerators and Incubators: Emerging Forms of Museum Practice in an Increasingly Digital World

“…These spaces represent a cultural shift, which began with the slow, and at times difficult introduction of digital technologies into museum practices. This, in turn, led to the birth of dedicated digital teams, through to what could now be considered a digital first business model (Decker 2015;Parry 2007;Peacock 2008;Kelly 2010). W e are beginning to see digital practice move away from being something assigned to a distinct digital department towards digitally focused jobs roles that exist across the museum institution, from curatorial and development, education, to visitor services.…”