Museums and public value: creating sustainable futures

Davis, Joy

doi:10.1080/09647775.2013.850825

Cited by 3 publications

(5 citation statements)

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“…The conceptual lens of knowledge management offers new and timely insights into the enabling factors and practices of museums' leadership as they seek to improve their museum's organizational performance and by extension, their museum's public value. Leadership must strategically and intentionally create the systems and processes that emphasize the creation, management and sharing of organizational knowledge both inside and outside of the museum (Christensen, 2013;Koenig, 2005;Scott, 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Thus, creating public value can be viewed as a strategic management function and a key component of organizational performance (Weinberg and Lewis, 2009). In museums, public value involves the means by which museums promote social cohesion, effect positive social change and extend their reach into local communities, while also serving as responsible and efficient stewards of public investment (Scott, 2006(Scott, , 2013. To create public value, museums must be able to effectively serve constituencies that reflect the diversity of their communities while also diversifying their base of supporters and donors (Jennings and Jones-Rizzi, 2017;Jung, 2015).…”

Section: Knowledge Management In Museumsmentioning

confidence: 99%

“…But much of this research has focused on information organization and classification related to artifacts, objects and collections (Chaudhry and Jiun, 2005;J€ orgensen, 2004;Latham, 2012;Marty et al, 2005;Marty, 2004), or on the role of information professionals who perform information work to adapt new technologies that foster information organization (Huvila, 2013;Marty, 2007). While such research illuminates museums' core stewardship functions, museums also face ever-increasing pressure to improve their organizational performance and demonstrate their public value to communities and society (Scott, 2013;Turkel and Turkel, 2016). Both of these areas show significant research gaps and opportunities for new research (V arheim and Skare, 2022).…”

Section: Introductionmentioning

confidence: 99%

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Knowledge management in museums: enhancing organizational performance and public value

Vakharia

Poole

2023

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PurposeThis study examines the enabling factors and practices that foster knowledge management in museums and the impact of those factors and practices on museums' performance and public value.Design/methodology/approachThe authors conducted an exploratory survey of senior leaders of 191 small and mid-sized museums in the United States. The survey tested a novel conceptual model that integrates the constructs of knowledge management enablers, knowledge management orientation and organizational performance. Descriptive and inferential statistical analyses of survey data were conducted to identify both the presence and dimensions of these constructs as well as the nature of the relationships among them.FindingsThe results of this study identified strong and significant predictive relationships between the constructs of its novel conceptual model. However, findings also identified key gaps in how museums create, manage and share organizational knowledge. These gaps limit their organizational performance and their ability to create public value. The authors identify specific factors and practices that enable museums to improve their organizational performance and increase their public value.Originality/valueAs the first empirical study of knowledge management enablers and knowledge management orientation in museums, this research not only adapts the study of these constructs to the museum sector, but it develops a novel conceptual model that links these constructs to multiple dimensions of a museum's organizational performance and public value. This research sets the stage for new study of knowledge management in museums; it also provides valuable insights for museum leaders.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Knowledge Management In Museumsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Knowledge management in museums: enhancing organizational performance and public value

Vakharia

Poole

2023

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“…Increasingly accepted as being part of the visitor attraction sector, museums are additionally under increasing scrutiny and financial pressure, facing a variety of commercial and accountability imperatives, whilst working to maintain their curatorial obligations (Davis, 2013).Historically, museums made their collections available to the public through their interpretation of the artefacts on display, however the implementation of audience development strategies; recognition of the diverse needs and expectations of different visitor segments; and an increasing need to evidence their value in light of public funding cuts, museums have had to change how they interpret and present their collections to the public (Black, 2005;Ambrose & Paine, 2012;Wells, Butler & Koke, 2016). The visitor experience at some museums is evolving to be a more innovative and engaging one, beginning before the visitor has entered the museum through interaction with the museum website or social media (Marty, 2007); during the visit via engagement and interaction between the individual and the museum's exhibits (Smith & Richards, 2013); and continuing post visit, as the experience can evoke personal memories and support longterm learning (Falk & Dierking, 2013).…”

Section: Museums As Visitor Attractionsmentioning

confidence: 99%

After-hours events at the National Museum of Scotland: a product for attracting, engaging and retaining new museum audiences?

Easson

Leask

2019

Current Issues in Tourism

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Cultural heritage is recognised as one of the major contributors to the economy and has traditionally been funded from the public sector. Museums have had to become more commercial as a result of declining core funding sources and changing visitor expectations. Operating in an increasingly competitive tourism operating environment, museums have moved away from their traditional role as collectors and conservators of artefacts of historical importance, to become more audience-focused visitor attractions. This obligation to meet the needs and wants of its visitors has resulted in an improved museum experience, where museums are increasingly offering specially curated after-hours event experiences to attract, engage and retain new audiences such as Generation Y. This research uses National Museums Scotland as a case study to apply audience development and visitor attraction management theories to explore the effectiveness of after-hours events in attracting, engaging and retaining new museum audiences. Following a comprehensive narrative literature review, it employs qualitative semi-structured interviews and a quantitative on-line self-completion survey to collect the necessary data. The research findings suggest that after-hours events have been successful in attracting and engaging new museum audiences and encouraging repeat visits, therefore achieving the event and museum objectives. It is also seen that products designed specifically for one new audience may have broader appeal in engaging with other new and established audiences. The research concludes with recommendations that could be adopted by museums and the broader visitor attraction sector to further encourage new and repeat visits.

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“…Museum management priorities have been subject to a significant shift in recent years, resulting in changes to the visitor offering (Falk and Dierking, 2016). Confronted by intense 3 financial pressure and the intertwined imperatives of accountability and social responsibility (Davis, 2013), museums have responded by seeking ways to ensure their future via broadening their visitor appeal to attract a more diverse audience and by enhancing visitor engagement to encourage balanced use of resources (Leask, 2016;Wells, Butler and Koke, 2016;Ambrose and Paine, 2012). One approach has been through the creation of alternative products, experiences and methods of visitor engagement (Gilmore and Rentschler, 2002;Chang, 2006;Leja, 2012;Kidd, 2011).…”

Section: Introductionmentioning

confidence: 99%

Visitor engagement at museums: Generation Y and ‘Lates’ events at the National Museum of Scotland

Barron

Leask

2017

Museum Management and Curatorship

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Museums are institutions that collect, safeguard and present artefacts and memories for the non-profit purposes of learning and enjoyment. However, significant changes in the environment in which museums operate have led to the creation of new types of activities to attract different audiences who will contribute to their future economic and social sustainability. One group that has recently been identified as a target is Generation Y (Gen Y) who have been attracted through the specifically created night-time thematic events, or 'Lates'.This study critically evaluates visitor engagement with both permanent collections and activities specifically developed for the Gen Y visitor at a 'Lates' event at a national museum. The paper explores the potential contribution of this type of event in enhancing the future sustainability of museums via balanced use of resources, visitor engagement across a diverse audience and contribution to the achievement of long term goals.

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Museums and public value: creating sustainable futures

Cited by 3 publications

References 0 publications

Knowledge management in museums: enhancing organizational performance and public value

Knowledge management in museums: enhancing organizational performance and public value

After-hours events at the National Museum of Scotland: a product for attracting, engaging and retaining new museum audiences?

Visitor engagement at museums: Generation Y and ‘Lates’ events at the National Museum of Scotland

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