The contribution of marketing innovations on art organization performance: cases from the biggest art organizations in Greece

Abstract

Marketing innovation approach in art organizations is the only way for them not only to survive in a period of limited public funding but also to expand their cultural mission. This study explores the effects of innovation on economic and cultural performances of nonprofit organizations by analyzing empirical evidence from the seven biggest art organizations in Greece. The findings show that marketing innovations on art organizations have a positive impact on their economic performance but have a limited impact on their cultural performance. Unlike previous studies, the specific marketing innovations that influence economic outcomes are examined, followed by recommendations and limitations. Copyright

Venture performance factors in creative industries: a sample of female entrepreneurs

“…Prior research in the cultural organizations field reveals that performance is measured both by measurable economic outcomes, like number of guests, financial ratios, number of new works and performances and cultural outcomes, such as guests' expectations fulfillment, awards, positive reviews and brand recognition (Camarero et al, 2011;Garrido and Camarero, 2010;Holbrook and Addis, 2008;Radbourne et al, 2009;Tsourvakas et al, 2016). Specifically, Tsourvakas et al (2016) conceptualize art organizations performance as a two-dimensional construct. The economic dimension includes memberships, admissions, donations, sponsorships, revenues from retailers, while the cultural refers to the educational mission, entertainment targets, increased socialization and the uniqueness of the experience.…”

A Report on Museum Branding Literature

“…To Bridson et al (2009) and Massi & Harrison (2009) consistency across all functions of the museum is the critical success factor. Moreover, Tsourvakas, et al (2016) conclude that marketing innovations indeed boost NPOs' financial performance but they still have a limited influence on the NPOs' cultural performance.…”

Exploring the Evidence-Based Driving Factors of Innovation in Arts and Cultural Organizations

“…Facing profound changes in both demand and supply sides due to the advent of digital age and user-oriented transformation, museums, theaters, and other cultural organization's need necessary changes and/or reforms at the organizational level to address constant changes in the external environment (Bakhshi & Throsby, 2012;Bertacchini & Morando, 2013;Camarero & Garrido, 2008;Greffe, 2011). Despite the diverse forms, these changes and reforms are mainly embodied in three aspects: (1) realigning organizational structure to cater for the new demand of market and society, for example, embracing new departments devoted to marketing and communication functions that were not highlighted before in European museums (Camarero & Garrido, 2008;Tsourvakas et al, 2016); (2) adopting new management approach to improve the overall goals and performance of organizations (Hull & Lio, 2006), for example, the application of Designated Manager's System in Japan's public museums with a view to downsizing government, slashing spending and improving management performance at the beginning of the 21st century (Taniguchi, 2016;Yamamoto, 2003); and (3) establishing new business model to seize opportunities for value creation (Bakhshi & Throsby, 2012), for example, implementing the Virtual Value Chain Business Model by leveraging digitalization based on technological partnership to increase value of cultural heritage for museums, technology developers, and users by the Uffizi Gallery in Florence (Lazzeretti & Sartori, 2016).…”