Purpose The purpose of this paper is to explore the experience design phenomenon in the cultural sector. Specifically, it purports to articulate a set of design characteristics that support the alignment between an organisation’s design intention (i.e. intended experience) and the actual experience of customers (i.e. realised experience). Design/methodology/approach A single case study approach is adopted to explore the phenomenon from both the provider and customer perspectives simultaneously. A range of qualitative data, including 42 interviews with managers and customers as well as voluminous documentary evidence, are collected. Provider and customer data are analysed independently using a rigorous inductive analytical process to generate experience design themes and to assess possible gaps between intended and realised experience. Findings The findings reveal the design characteristics of touchpoints and the overall customer journey, which constitute the core experience, as well as the design characteristics of the physical and social environment, which support the realisation of the core experience, in a cultural context. Research limitations/implications Limitations include difficulties in generalising the findings from a single case and in claiming that the set of design characteristics identified is exhaustive. Practical implications The paper makes several recommendations that are useful and relevant for customer experience practitioners in the cultural sector. Originality/value The paper’s contribution is to provide novel empirical insights into the four experience design areas of touchpoints, journey, physical elements and social elements in an experience-centric cultural context. On that basis, a conceptual framework for experience design in the cultural context is proposed.

This article develops a new approach for constructing causal maps called the Collective Causal Mapping Methodology (CCMM). This methodology collects information asynchronously from a group of dispersed and diverse subject-matter experts via Web technologies. Through three rounds of data collection, analysis, mapping, and interpretation, CCMM constructs a parsimonious collective causal map. 264A Methodology for Constructing Collective Causal Maps management. Causal maps are an essential tool for managers who seek to improve complex systems in the areas of quality, strategy, and information systems. These causal maps are known by many names, including Ishikawa (fishbone) diagrams, cause-andeffect diagrams, impact wheels, issue trees, strategy maps, and risk-assessment mapping tools. Causal maps can be used by managers to focus attention on the root causes of a problem, find critical control points, guide risk management and risk mitigation efforts, formulate and communicate strategy, and teach the fundamental causal relationships in a complex system. Only two basic methods for creating causal maps are available to managers today-brainstorming and interviews. However, these methods are limited, particularly when the subject-matter experts cannot easily meet in the same place at the same time. Managers working with complex systems across large, geographically dispersed organizations can employ the CCMM presented here to efficiently and effectively construct causal maps to facilitate improving their systems.

PurposeThis paper explores how hub-firms in a regional industrial cluster orchestrate resources to enhance the innovation capabilities of member firms and how this role changes as innovation projects develop. The work advances our understanding of how innovation-oriented clusters can drive the collaboration process, support the development of member capabilities and achieve desired outcomes.Design/methodology/approachThe research utilises exploratory case studies within an innovation cluster, where a hub-firm brings together different players for specific innovation projects. Using resource orchestration theory, the paper analyses six project cases to reveal the shifting roles and activities related to structuring, bundling and leveraging different resources for innovation capabilities particularly associated with improved quality and reputation for the firms and region.FindingsThe study reveals the important role played by the cluster hub-firm in structuring, bundling and leveraging resources to create and fund project teams. After project formation, a team member takes the role of an orchestrator to bundle further and then leverage the resources to achieve desired outcomes for the team and the region.Research limitations/implicationsThis work focuses on a wine industry but has implications for the success orchestration of other regional industrial clusters. Also, the lack of hub-firm interaction during the project process provides an opportunity to consider mechanisms for better guidance of the project team.Practical implicationsThere are implications for practitioners for participating in and further improving the collaborative innovative process.Social implicationsPolicymakers can benefit from the study as the required practices for stimulating innovation capabilities and economic development in a region are discussed.Originality/valueThis research enhances understanding of the hub-firm's role in a regional cluster not only in orchestrating resources to create collaborative innovation projects but how the role shifts over time.

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