Cultural participation is associated with many benefits. Therefore, it is seen as an instrument to achieve social change and development. However, clear empirical proof for these claims is limited. There is a need for new frameworks and clear evaluation methods. This paper presents a conceptual framework that enables cultural organizations to understand the purposes of impact measurement. It also shows the steps cultural organizations can take to measure and manage their social impact. Consequently, it enables them to measure the impact on their beneficiaries while the lessons learned can help them to improve and manage their performance.

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The theme of diversity has been debated in the era of globalization in response to affirmations of human and gender rights, and many studies have analysed board diversity within for-profit organizations. However, there is a paucity of studies investigating the role of demographic and non-demographic characteristics (such as educational and occupational background) among cultural organizations and the non-profit sector. Italian cultural institutions have been grouped together in a website by a private association called the Italian Association of Cultural Institutes (AICI). This website was used to collect information about these cultural organizations and to map their boards in terms of visible (demographic) and invisible (non-demographic) variables of diversity. Thus, diversity was explored among the board members of 111 private foundations and associations, studying age, gender, nationality, and educational and professional backgrounds. This article will highlight how Italian cultural organizations have low degrees of diversity within their boards of directors.

The Italian public museums have been involved by a Reformation that has changed their status from non-autonomous museums to autonomous museums (Decree 171/2014 by the Ministry of Cultural Heritage and Tourism). This change has had significant implications for the Italian museums, introducing new managerial practices that has an impact on the system museum overall. Usually, public museums are supported by public funds. The autonomy could be a first step in overcoming critical issues that could be found in museums, aimed at supporting strategic and decision-making objectives and evaluating performance. Often, the literature has revealed that the lack of managerial cultural is due to barriers (ideological, technical and, organizational) that do not permit the development of managerial practices. Through a documental analysis, it has been investigated the main management innovations and its accounting implications. Consequently, the degree of compliance of the museums with del legislator's request has been analysed.

The overall purpose of this study is the effects of lockdown within Italian museums caused by the Coronavirus disease-19 (Covid-19) emergency. During the pandemic, the museums are being closed, and the use of digital content and social networks seems to have been the solution to overcome the closure problem. The study analyzes the role of digital content and tools in communication to manage the shock due to Covid-19. The basic design of the research recurs to the crisis management model used to analyze three stages crossed by museums as preparedness, reaction, and recovery. The study involved several Italian museums grouped according to the art collection, governance, and funding sources. A semi-structured questionnaire was sent to them. The main findings show the presence of digital as a strategy already adopted by museums before the outbreak. However, the results reveal the absence of a preventive phase as requested by the model of crisis management. At the same time, it has emerged the need to adapt the digital content to guarantee the mission of fruition for the public.