Public value as a framework for reforming publicly funded museums

Abstract

Access to this document was granted through an Emerald subscription provided by emeraldsrm:198285 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -In recent years, New Public Management (NPM) has been used as the major framework for administrative reforms to redesign the public museums in many countries. However, some scholars argue that this market-based transformation results in professional corrosion or shortcomings about the public museums' capacity to fulfill their traditional missions. In this regard, this paper maintains that the concept of public value provides a useful way of thinking about the objectives of public services. Therefore, the purpose of this paper is to provide a new framework for administrative reforms in the sector to keep efficiency without falling into professional corrosion or inefficiency problem. Design/methodology/approach -The paper uses the data collected through 178 questionnaire surveys.Findings -The conclusion of the paper is that, for reforming publicly funded museums, public value offers a balance between efficiency and the primary roles of the museums.

Understanding competition and service offer in museum marketing

“…Also, at the same time, many governments started with administrative reforms and rhetoric to embrace the global paradigm of New Public Management. The aim was to redesign public museums in many countries with an emphasis on efficiency and continuous improvement (Herguner, 2015). The changing of cultural policies has put additional political pressure on the arts sector (Lee, 2005), especially for publicly financed museums which have traditionally been less exposed to market principles (Kawashima, 1999).…”

“…Examples from Great Britain show how public policy played a significant role in shaping the environment by setting rules and regulations and providing funding (Lee, 2005), leading to museum sector modernization. Other examples of countries like Turkey show how, despite intensive administrative and legal reforms in the last three decades, the museum public sector is still highly fragmented and centralized (Herguner, 2015).…”

Pelestarian Naskah Kuno dalam Upaya Menjaga Warisan Budaya Bangsa di Perpustakaan Museum Dewantara Kirti Griya Tamansiswa Yogyakarta

“…Warisan budaya juga tidak bisa diklaim sebagai milik suatu komunitas tertentu meskipun unsur budaya tersebut berasal dari komunitas tersebut. Sesuai ketentuan Pasal 10 UU 19/ 2002 tentang Hak Cipta, semua hak kepemilikan atas warisan budaya bangsa dipegang sepenuhnya oleh negara dan pemerintah sebagai wakil sah seluruh masyarakat Indonesia, di samping penanggung jawab pembiayaannya (Herguner, 2015).…”

Public value of cultural heritages – towards a better understanding of citizen’s valuation of Austrian museums

“…The focus is, therefore, often on the preferences not of citizens but of managers (e.g. Benington, 2011;Bozeman, 2019;Herguner, 2015;van der Wal et al, 2008;Witesman & Walters, 2014). Both concepts should be related to generate a public value: the organisational side and the citizens' (stakeholders') that "value the value".…”