The Effective Management of Museums: Cohesive Leadership and Visitor-focused Public Programming

Griffin, D. J. G.; Abraham, Morris

doi:10.1016/s0260-4779(00)00051-0

Cited by 14 publications

(19 citation statements)

References 34 publications

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“…Although these changes have garnered interest recently, many early studies on arts boards were conceptual and focussed on museum boards in the arts (Ames 1985;Dickenson 1991). Empirical work in the last ten years on arts boards (Griffin and Abraham 2000;Rentschler 2002) has focussed on aspects which include the key work of the executive officer, board member performance, recruitment and training, reputation, decision-making, arts organisation financial and growth crises, and power (e.g. Reid and Turbide 2012;Ostrower and Stone 2010;Turbide et al 2008;Urice 1990).…”

Section: Introductionmentioning

confidence: 99%

Gender and Ethnic Diversity on Boards and Corporate Responsibility: The Case of the Arts Sector

Azmat

Rentschler

2015

J Bus Ethics

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This study provides insights on sector-specific characteristics, challenges and issues that affect corporate responsibility (CR) in relation to ethnicity and gender on arts boards. Using stakeholder theory, the study explores how arts board composition (e.g. gender and ethnicity) sets the scene for dynamics that affect CR. Data analysis is based on interviews with 92 board members and stakeholders sitting on 66 arts boards in Australia. Results suggest that the dynamism of gender and ethnic diversity on arts boards makes them responsive to CR; however, their presence does not always lead to CR. For diverse boards to lead to CR, our findings indicate the significance of board member attributes of passion, skill and capability of developing networks, irrespective of gender and ethnicity. The article advances understanding of the implications and relevance of ethnic and gender diversity on nonprofit boards and contributes to an important yet underresearched body of literature.

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Section: Introductionmentioning

confidence: 99%

Gender and Ethnic Diversity on Boards and Corporate Responsibility: The Case of the Arts Sector

Azmat

Rentschler

2015

J Bus Ethics

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“…The history of museums suggests that they are slow to change and their brand signifies that their appeal is for those in search of high cultural consumption and education (Hood, 1992;Conforti, 1995;Hein, 2000;Hooper-Greenhill and Dodd, 2002). While museum management has attempted to broaden their appeal through a re-focus on visitor needs, (Crimp, 1985;Vergo, 1989b;Clifford, 1997;Griffin and Abraham, 1999;Griffin and Abraham, 2000;Rentschler, 2002) the core business of museums still resides in collection development, interpretation, and display, however diversified this may be (Weil, 2002). This paper presents the findings of a discrete choice modeling project in two major Australian museums.…”

Section: Introductionmentioning

confidence: 99%

Retaining the visitor, enhancing the experience: identifying attributes of choice in repeat museum visitation

Burton

Louviere²,

Young³

2008

J of Philanthropy and Mktg

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How people make choices in relation to cultural and leisure consumption has been explored from the viewpoint of motivation, lifestyle segmentation, and lifecycle. Little is known about the specific characteristics associated with choices to visit, re-visit, or not to visit a museum. Understanding characteristics of choice, developing incentives, bundled packages, and levels of pricing is an essential element in marketing strategies for museums operating in a competitive leisure marketplace. However, determining what really matters to cultural consumers is complex and methodologies to assist in unraveling such complexities are not easily identified. This study aimed to address ways in which people respond to specific incentives as influences in choosing museum visitation. The study was conducted in two major museums in Australia to determine how useful choice modeling is in identifying features that matter to cultural consumers. The results suggest that choice modeling has much to offer in relation to understanding the benefits people are seeking from a museum experience as well as offering strategic insight into potential collaborative ventures and re-combinations of existing museum products and services.

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“…Um zu beurteilen, ob der Einsatz von Publikumsforschung als erfolgreich gelten kann, war es zunächst erforderlich, Kennzeichen für die Wirksamkeit von Publikumsforschung zu identifizieren. Ein Blick in Publikationen zu effektivem Management von Organisationen generell und von Museen speziell zeigte, dass als Maß für den Erfolg von Maßnahmen bevorzugt das Kriterium der Zielerreichung verwendet wird (Gilbert & Parhizgari 2000, Griffin, Abraham & Crawford 1999, Griffin & Abraham 2000, Herman & Renz 1999, Phelps 1997, Redshaw 2001. Auch in der Evaluationsforschung dienen die Programmziele als Gradmesser für den Erfolg: "Als 'erfolgreich' gilt ein Programm dann, wenn die getroffenen Maßnahmen die Zielvariablen in der gewünschten Richtung und in der gewünschten Stärke beeinflussen" (Kromrey 1998: 99).…”

Section: Wirksamkeit Von Publikumsforschungunclassified

2. Die Öffnung von Museen für ihr Publikum

Reussner

2010

Publikumsforschung Für Museen

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The Effective Management of Museums: Cohesive Leadership and Visitor-focused Public Programming

Cited by 14 publications

References 34 publications

Gender and Ethnic Diversity on Boards and Corporate Responsibility: The Case of the Arts Sector

Gender and Ethnic Diversity on Boards and Corporate Responsibility: The Case of the Arts Sector

Retaining the visitor, enhancing the experience: identifying attributes of choice in repeat museum visitation

2. Die Öffnung von Museen für ihr Publikum

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