Re-configuring museums

Welsh, Peter H.

doi:10.1016/j.musmancur.2004.12.010

Cited by 11 publications

(14 citation statements)

References 45 publications

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“…Engagement with(in) the museum optimizes visitors' consumption experience (Edmonds, Muller, & Connell, 2006;Welsh, 2005) Traditionally, museums measure their success on the average time visitors spend, however, time spent does not necessarily mean engagement. Visitors may, for example, spend time in the coffee shop (Falk & Storksdieck, 2005).…”

Section: Engagement and Museumsmentioning

confidence: 99%

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Keeping your audience: Presenting a visitor engagement scale

2014

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Understanding visitors' level of engagement with tourist attractions is vital for successful heritage management and marketing. This paper develops a scale to measure visitors' level of engagement in tourist attractions. It also establishes a relationship between the drivers of engagement and level of engagement using Partial Least Square, whereby both formative and reflective scales are included. The structural model is tested with a sample of 625 visitors at Kelvingrove Museum in Glasgow, UK. The empirical validation of the conceptual model supports the research hypotheses. Whilst prior knowledge, recreational motivation and omnivore-univore cultural capital positively affect visitors' level of engagement, there is no significant relationship between reflective motivation and level of engagement. These findings contribute to a better understanding of visitor engagement in tourist attractions. A series of managerial implications are also proposed.

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Section: Engagement and Museumsmentioning

confidence: 99%

“…Visitors may, for example, spend time in the coffee shop (Falk & Storksdieck, 2005). For visitor retention, museums need to engage in innovative presentation and interpretation techniques; this is in keeping with both the educational and recreational roles of modern museums (Welsh, 2005).…”

Section: Engagement and Museumsmentioning

confidence: 99%

Keeping your audience: Presenting a visitor engagement scale

2014

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“…Uno de los puntos imperantes en atender, radica en la identificación de sus públicos, los cuales son cada vez más variados (Hooper-Greenhill, 2000). Lo anterior, resulta vital para su gestión, el reconocerlos y establecer puentes de comunicación con estos visitantes (Gurel & Kava, 2010) y así como con los nuevos que muestran interés por su producto cultural (Welsh, 2005).…”

Section: Museo Como Organizaciónunclassified

“…La organización cultural deberá de tomar conciencia de la importancia de identificar y jerarquizar sus públicos. Lo anterior, a fin de gestionar acciones con sentido y resultado que cerquen al museo con sus públicos interesados, a través de estrategias efectivas de comunicación acorde a cada publico identificado, debido a que cada segmento requiere de una forma específica de comunicación (Chris-tensen, Fuat-Firat, & Cornelissen, 2009;Welsh, 2005;Wilcox & Cameron, 2006;Hendrix & Hayes, 2010).…”

Section: Museo Como Organizaciónunclassified

Percepción de la Satisfacción del Visitante bajo la Perspectiva Organizacional: el caso del Museo de las Momias

Rocha¹,

Morales²

2018

Rev. Latino-Am. Turismologia

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En tiempos actuales, las organizaciones que suelen ofrecer sus servicios o productos al consumidor a través de sus colaboradores deben de cerciorarse en que el consumo se dé a través de un servicio de calidad. Lo anterior, debido a que si se prevé y vela por el servicio de calidad que garantice una experiencia gratificante para el consumidor o cliente, se incidirá significativamente en elevar el nivel de competitividad del producto o servicio. El Museo de las Momias de Guanajuato, resulta ser un atractor turístico por demás interesante para los visitantes de este destino turístico. El presente trabajo de investigación analiza desde una plataforma digital; análisis documental de encuestas de satisfacción en el servicio sobre la percepción de la experiencia del visitante a dicho Museo, por otro lado, se realiza un contraste con la perspectiva de calidad en su servicio que concibe la administración del establecimiento. Es un trabajo de tipo cualitativo con apoyo de elementos cuantitativos. Dentro de los principales resultados se pudo conocer que existen ciertas diferencias entre la percepción de los visitantes y la perspectiva organizacional.

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“…Nonetheless, while this would be a beneficial outcome which would hold specific importance for the goals of Historic Ormiston House as an HHM, the Ormiston House Friends and Advisers Committee (hereafter 'Friends and Advisers Committee') wanted to ensure this process would provide the opportunity for positive, ongoing engagement, rather than becoming a process that would lead to a one-sided outcome, solely beneficial for Historic Ormiston House. 47 Positive museum engagement can lead to reciprocal relationships between the museum and the community, 48 and these relationships can be actively nurtured to ensure that museums and HHMs meaningfully connect with communities in an ongoing capacity. In so doing, visitors can be provided with the opportunity, place and purpose to be active participants in the engagement process rather than passive consumers of knowledge.…”

Section: Community-driven Engagement and Historic Ormiston Housementioning

confidence: 99%

My history, your history, our history

Stroja

2018

QRE

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Varying models of community engagement provide methods for museums to build valuable relationships with communities. These relationships hold the potential to become ongoing, dynamic opportunities for active community participation and engagement with museums. Nevertheless, the nuances of this engagement continue to remain a unique process that requires delicate balancing of museum obligations and community needs in order to ensure meaningful outcomes are achieved. This article discusses how community engagement can be an active, participatory process for visitors to museums. Research projects that utilise aspects of community-driven engagement models allow museums to encourage a sense of ownership and active participation with the museum. Indeed museums can balance obligations of education and representation of the past with long-term, meaningful community needs via projects that utilise aspects of community-driven engagement models. Using an oral history project at Historic Ormiston House as a case study,1 the article argues that museums and historic sites can encourage ongoing engagement through active community participation in museum projects. While this approach carries both challenges and opportunities for the museum, it opens doors to meaningful and long-term community engagement, allowing visitors to embrace the museum and its stories as active participants rather than as passive consumers.

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Re-configuring museums

Cited by 11 publications

References 45 publications

Keeping your audience: Presenting a visitor engagement scale

Keeping your audience: Presenting a visitor engagement scale

Percepción de la Satisfacción del Visitante bajo la Perspectiva Organizacional: el caso del Museo de las Momias

My history, your history, our history

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