The Performance of Museums and Other Cultural Institutions

Gstraunthaler, Thomas; Piber, Martin

doi:10.2753/imo0020-8825420202

Cited by 17 publications

(5 citation statements)

References 21 publications

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“…In general, research on budgeting in the museum sector is scarce despite the evidence (e.g. Gstraunthaler and Piber, 2012; Wei et al. , 2008; Frey and Meier, 2006) of budgets as an utterly important element in the control system of museums.…”

Section: Introductionmentioning

confidence: 99%

“…In general, research on budgeting in the museum sector is scarce despite the evidence (e.g. Gstraunthaler and Piber, 2012;Wei et al, 2008;Frey and Meier, 2006) of budgets as an utterly important element in the control system of museums. We aim to develop new insights into this area by focusing on a major part of museums' revenuerevenue from admission charges.…”

Section: Introductionmentioning

confidence: 99%

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Budget ratcheting in museums

Sandalgaard,

Bukh

2023

JPBAFM

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PurposeThis study focuses on ratcheting and budget behavior in nonprofit museums. Specifically, the authors examine how performance compared with the budget affects future revenue budgets, and how this differs from the extant literature focused on for-profit organizations. The study focuses specifically on the relationship between museums and their sources of public funding and how this affects how museums prepare budgets.Design/methodology/approachBased on four years of data covering 97 state-subsidized Danish museums, the authors analyze budget ratcheting using least absolute deviation (LAD) estimations in the form of median regressions.FindingsThe authors find that when actual revenue from admission charges is below the budget, the decrease in the following year's budget is greater than the increase in the following year's budget when actual revenue from admission charges is above the budget (i.e. the authors find asymmetrical ratcheting).Research limitations/implicationsThe findings are based on a specific setting (Danish museums), and the results may not be generalizable to other settings.Practical implicationsThis study provides insights into the museum sector and other sectors with similar characteristics and contributes to understanding the differences between museums and for-profit organizations when it comes to budgeting. As private-sector management practices are gaining ground in the museum sector, it is important to learn more about budgeting-related issues in this sector.Originality/valueThe asymmetrical ratcheting the authors find is the opposite of ratcheting typically found in for-profit organizations. The authors attribute the results to the incentive conflict between museums and their public funding sources. The authors point to the museums' dependence on public funding as an explanation for the results and, thereby, extend the knowledge on ratcheting to organizations with different characteristics than traditional, for-profit organizations.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Budget ratcheting in museums

Sandalgaard,

Bukh

2023

JPBAFM

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“…Numerous authors studying the issues of the strategic and operation performance including the efficiency of museums generally point out their high degree of heterogeneity. Therefore, they recommend including comparable institutions in the assessment of performance, in terms of the subject matter of their mission and production as well as the size and regional importance (Gstraunthaler & Piber 2012; Plaček, Půček, & Šilhánková, 2017; Zorloni, 2010).…”

Section: Introductionmentioning

confidence: 99%

The Technical and Allocative Efficiency of the Regional Public Galleries in the Czech Republic

Vrabková

Bečica

2021

Sage Open

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The regional public galleries in the Czech Republic belong to the most important and the biggest institutions of their kind. The article deals with the assessment of the technical and allocation efficiency of 19 regional public galleries for the period between 2011 and 2015 from the perspective of the static as well as the dynamic efficiency. For the estimation of the efficiency according to the specific inputs and outputs, the Data Envelopment Analysis model and the Malmquist Index were used. In 2015, four galleries were fully technically efficient, and the average efficiency of the set being assessed was 70%. In 2015, in comparison with 2011, 11 public galleries improved their productivity. In 2015, seven galleries reached the full allocation efficiency, and the average efficiency was 90%. In 2015, in comparison with 2011, 12 public galleries improved their efficiency.

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“…In the past decades, the arts management literature has proposed numerous approaches for evaluating artistic achievement in the creative industries (Hadida 2015) and, more specifically, the nonprofit arts (Labaronne 2017). These efforts, however, have not remained uncontested (e.g., Zembylas 2017; Chiaravalloti 2014;Chiaravalloti and Piber 2011;Gstraunthaler and Piber 2012;Belfiore and Bennett 2010;Turbide and Laurin 2009). Rather than looking for measurable results and proof of impact, resources would be better spent trying to understand the arts themselves (Belfiore and Bennett 2007) and exploring ways to more responsibly represent them in the policy discourse (DeVereaux 2017).…”

Section: Introductionmentioning

confidence: 99%

A Resource-Oriented Approach to Performing Arts Organizations: An Ethnographic Study of Dance Companies

Labaronne

2019

The Journal of Arts Management, Law, and Society

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A resource-oriented approach to performing arts organizations: An ethnographic study of dance companies This article explores the organizational practices of large dance companies in Europe. To capture intangible and intrinsic aspects, a multi-sited ethnographic study at the Vienna State Ballet and Berlin State Ballet was conducted. By putting artistic processes at the core of the inquiry, the resource-oriented approach to the organization of such work comes to the fore. Following a resource-oriented understanding of organizations, the categories of reconfiguring, coordinating, co-creating, coaching, and preserving are induced. These five categories are understood as capabilities to deploy and develop resources, offering new insights about how such organizations create and sustain artistic achievement.

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The Performance of Museums and Other Cultural Institutions

Cited by 17 publications

References 21 publications

Budget ratcheting in museums

Budget ratcheting in museums

The Technical and Allocative Efficiency of the Regional Public Galleries in the Czech Republic

A Resource-Oriented Approach to Performing Arts Organizations: An Ethnographic Study of Dance Companies

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