The museum environment and the visitor experience

Goulding, Christina

doi:10.1108/03090560010311849

Cited by 271 publications

(261 citation statements)

References 30 publications

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“…Museums and their agencies are excellent at collecting numbers in relation to museum phenomena. However, much of this research has been criticised for not integrating the results into a coherent framework (Falk et al, 1985;Moscardo, 1996) and for failing to use the results to advance a framework of the nature of the museum service offering (Merriman, 1989;Stapp, 1990;Goulding, 2000). This study is built upon a conceptual framework, based on relevant literature, which is then compared with the key service marketing management issues evident in two case studies.…”

Section: Methodsmentioning

confidence: 99%

Changes in museum management

Gilmore

Rentschler

2002

Journal of Mgmt Development

151

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In recent years museums have changed from being predominantly custodial institutions to becoming increasingly focussed on audience attraction. New emphasis is placed on museum-audience interactions and relationships. This change in the purpose and priorities of museums has impacted upon the nature of museum management. The recognition of new roles for museum directors and the need to appeal to differentiated audiences has created new challenges for previously traditional, custodial directors. This paper presents a conceptual framework for managing museums, taking account of the museum service context and the delivery of the museum service product. It then examines two museums, one in Ireland and one in Australia, both of which have a similar cultural history. The paper considers the different management styles for museum directors and how these different styles illustrate the changes in professional perspective from the traditional (a focus on custodial preservation) to the more current (a focus on educating and entertaining the public).

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Section: Methodsmentioning

confidence: 99%

Changes in museum management

Gilmore

Rentschler

2002

Journal of Mgmt Development

151

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“…Motivations, as has 146 been previously mentioned, can be intrinsic or extrinsic, and museum visitors tend 147 to be driven by both intrinsic and extrinsic motivations (Goulding, 2000; Slater, 148 2007). The responses from the interviewees about the reasons for visiting the 149 Imperial War Museum were grouped into extrinsic and intrinsic categories (Please 150 see Table 2).…”

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confidence: 99%

“…This means that motivations are being explored, rather than just being 66 assumed, and this also recognises that the audience for cultural consumption is 67 larger than was once presumed (Richards, 2007 were a desirable feature in towns (Goulding, 2000 analysis are embedded in the sections that follow below.…”

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confidence: 99%

Motivations and Experiences of Museum Visitors: The Case of the Imperial War Museum, United Kingdom

Powell

Kokkranikal

2015

Springer Proceedings in Business and Economics

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This study explores motivations of visitors to the Imperial War Museum (North and South), United Kingdom, with a view to understanding why people visit museums associated with conflicts. Though museums are part of the education and leisure industry, the distinction between education and leisure is often blurred. There are a number of reasons why people visit museums. Motives of museum visitors can be grouped into intrinsic and extrinsic factors. This study analysed the extent to which museum visitors are motivated by extrinsic and intrinsic factors. Semi-structured interviews with visitors were conducted w at the Imperial Museum of War (North and South), United Kingdom. The findings do establish that extrinsic motivations are more dominant than the intrinsic ones for visiting the Imperial War Museum. The importance of extrinsic factors in motivating museum visitors would suggest that providing an opportunity for a good day out has more appeal to the visitors than the collections in the museum for the average visitors. The experiencing of museum in its totality is more important than the individual collections or the theme of the museum to the mainstream visitor. This work has made a contribution to understanding visitor motivations, which are multi-facetted, complex and not necessarily fully understood by the visitors themselves. Keywords (separated by '-') There are a number of reasons why people visit museums. Motives of museum 10 visitors can be grouped into intrinsic and extrinsic factors. This study analysed the 11 extent to which museum visitors are motivated by extrinsic and intrinsic factors. Museum -Motivations -Imperial War Museum -Intrinsic and Extrinsic Motivations 12Semi-structured interviews with visitors were conducted w at the Imperial Museum

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“…According to the economic sustainability perspective, museums are increasingly asked to create value for attracting new visitor flows [8] and generate significant incomes [9] to guarantee their self-sufficiency and autonomy and to become more competitive and self-reliant [10]. The emergent need for museums to demonstrate the capacity to deliver value for money [9] has an impact on the development of their capacity to attract increasing visitor flows [8].…”

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confidence: 99%

“…The emergent need for museums to demonstrate the capacity to deliver value for money [9] has an impact on the development of their capacity to attract increasing visitor flows [8]. Thus, museums achieve competitiveness [10] by expanding their supply and offering traditional and cultural services that meet the additional visitors' needs, so as to increase visitors numbers and the related incomes [10][11][12][13][14][15][16].…”

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confidence: 99%

An Audience-Centric Approach for Museums Sustainability

et al. 2014

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Abstract:The main purpose of this study is to propose a visitor centric perspective that can support museums towards sustainability. The main premise of this study is due to a concept of economic and social sustainability of museums, defined as the possession of sufficient resources to maintain the existence of an organization, and achieve their goals in the future, ensuring a certain flow of visitors. A great number of museums are characterized by a low number of visits; therefore, in order to become sustainable, museums should pay attention to audience and its internal diversity. In this way, a cultural site can plan tailored strategies to increase the number of visits and re-visits and to achieve community support. For this reason it is necessary to understand the cultural needs of visitors, acquiring appropriate monitoring tools, such as qualitative and quantitative ones. Generally, quantitative analyses are more reliable and complete, even if they require a considerable number of observations for the reliability of the results. Moreover, qualitative analysis provides more in depth information, even if their data do not allow us to make generalizations. The qualitative and quantitative methods for the detection of satisfaction are usually used separately, but their integration may bring significant added value in terms of the wealth of information. This study follows the analysis of the potential of the integration of qualitative and quantitative analysis techniques customized with respect to different types of targets. The results of the experimentation performed on ethnographic OPEN ACCESS Sustainability 2014, 6 5746 museums shows a consistency of the results obtained by the two different tools that increase the capacity information of survey instruments.

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The museum environment and the visitor experience

Cited by 271 publications

References 30 publications

Changes in museum management

Changes in museum management

Motivations and Experiences of Museum Visitors: The Case of the Imperial War Museum, United Kingdom

An Audience-Centric Approach for Museums Sustainability

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