The future of the museum in the twenty-first century: recent clues from France

Greffe, Xavier; Krebs, Anne; Pflieger, Sylvie

doi:10.1080/09647775.2017.1313126

Cited by 23 publications

(12 citation statements)

References 4 publications

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“…It is likely that the authors of the tweets studied here were largely professionals in the marketing and public relations departments of museums and research centers, tasked primarily with encouraging public involvement in physical NanoDays events. Moreover, such institutions-and museums especially-might organize scientific events in the hope of attracting visitors and thus remaining financially sustainable (Greffe, Krebs, & Pflieger, 2017). argued that information might be the essential, "base" form of organizations' communication, and it is easy to infer how this hierarchical reality of organizational communication functions might lead to the pervasiveness of informational messages and the underutilization of participation-and community-oriented ones online.…”

Section: Discussionmentioning

confidence: 99%

Information-Sharing and Community-Building: Exploring the Use of Twitter in Science Public Relations

Scheufele

Bell

et al. 2017

Science Communication

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Social media have given rise to new opportunities for science organizations to communicate with the public. Building on theories of science communication and public relations, this study examined scientific institutions’ use of Twitter for one-way and two-way communication in connection with science festivals over the period 2012 to 2015, using NanoDays as a case study. It identified three communicative functions of tweets by organizations—information, participation, and community—with most tweets being informational and containing hyperlinks. Nevertheless, longitudinal analyses indicated that organizations have increasingly incorporated community-building practices such as hashtags. Findings help clarify how social media engender science communication paradigms.

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Section: Discussionmentioning

confidence: 99%

Information-Sharing and Community-Building: Exploring the Use of Twitter in Science Public Relations

Scheufele

Bell

et al. 2017

Science Communication

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“…In particular, managerialization implied an enrichment of the visitors’ experience by integrating several ancillary activities – i.e. visits to restoration labs and virtual tools – with the traditional service offering (Manna and Palumbo, 2018), as well as an expansion of the services offered to the audience, such as late evening openings and the renting of particular spaces and/or areas for social events (Connell et al , 2015; Greffe et al , 2017). Although opening the museums’ doors to host private events and meet the needs of particular categories of users may pave the way for a greater customer engagement (Black, 2005), it may also witness a shift of power in the hands of customers, with negative implications for the identity and the authenticity of cultural institutions (Wood, 2020).…”

Section: Discussionmentioning

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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“…Traditionally, museums generate their earned income from the sales of admissions and guided tours, museum shops and restaurants, room rental, and other services. As a reaction to declining resources, museums have adopted increasingly heterogeneous business models, which have led to types of museums that were labelled as 'branding', 'event driven', and 'empowering local community' museum types (Greffe, Krebs, and Pflieger 2017). The branding museum seeks new types of income-generating activities that include merchandising, consulting services, and capitalizing intellectual property rights.…”

Section: Earned Incomementioning

confidence: 99%

Emergency or emerging financing strategies of art museums in the context of a pandemic?

Prokůpek

Loots

Betzler³

2022

Museum Management and Curatorship

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Even if crises have the capacity to reveal the structural problems that underlie the various components of social systems, little systematic knowledge exists on how museums respond to these situations. Combining what is known about how museums reacted to previous crisis and empirical evidence of how museums recently adjusted their activities and strategies, the article highlights how art museums in Western Europe started to tackle the ambivalent challenge to pursue social purposes while being urged to monetize possible assets. During the COVID-19 pandemic, art museums have adopted 'emergency' and 'emerging' strategies associated with the modification of the funding mix, new partnerships and collaborations, and sustainable financing. The offer of digital services, a moderate reliance on crowdfunding, blockchain technologies, and an increased sensitivity of community needs, are among the novelties that art museums engaged with. Forerunners that had started with such practices before the pandemic, had the opportunity to take these to the next level.

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The future of the museum in the twenty-first century: recent clues from France

Cited by 23 publications

References 4 publications

Information-Sharing and Community-Building: Exploring the Use of Twitter in Science Public Relations

Information-Sharing and Community-Building: Exploring the Use of Twitter in Science Public Relations

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

Emergency or emerging financing strategies of art museums in the context of a pandemic?

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