The public value approach to strategic management

Weinberg, Mark; Lewis, Marsha S.

doi:10.1080/09647770903073086

Cited by 21 publications

(17 citation statements)

References 11 publications

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“…To attract private funding and donors, museums must offer a wider range of services and increased commercialization (Camarero, Garrido, and Vicente 2011). Digital accessibility, in particular, is becoming increasingly important (Weinberg and Lewis 2009). After a meta-analysis of studies of the effects of public sector reforms, Lindqvist (2012) finds that arts and cultural organizations now have more sources of income (and income linked to projects), shorter-term employment, new organizational forms (often more autonomous and decentralized control), more external audits (and managing to audits), and tendencies towards policy attachment, instrumentalization, and managerialization (prioritizing financial and other performance objectives).…”

Section: Managing Consequencesmentioning

confidence: 99%

“…There has been pressure to outsource and privatize commercial activities, and even if they are retained in‐house, museum shops, cafes, and venue hire have become important revenue centers (Camarero, Garrido, and Vicente 2011; Thompson 2011). Funders’ expectations of what museums should be doing and producing are shifting (Weinberg and Lewis 2009). To attract private funding and donors, museums must offer a wider range of services and increased commercialization (Camarero, Garrido, and Vicente 2011).…”

Section: Managing Consequencesmentioning

confidence: 99%

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Managing Public Museums Appropriately and Consequentially: The Distinctiveness and Diversity of Leading Organizations

Brenton

Bouckaert

2021

Public Administration Review

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While public museums in advanced economies operate in constrained funding environments after public sector efficiency drives, there has not been a common, sector-wide response. Museums cope differently with tensions between the two logics of consequences and of appropriateness, which are mapped in this study based on annual reports. A "logic of appropriateness" in adapting traditional curatorial missions to include social and political objectives, expanding access, fostering an ethical and inclusive climate, pursuing broader policy objectives, sustainability, and innovation, and providing a forum for contradictory debate and non-nationalistic expression, varies substantially across organizations. There has been a wider embrace of a "logic of consequences" with targets to increase nongovernment income, ambitious renovation and expansion projects, digitalization and interactive audience engagement, and greater consideration given to resource allocation. Many museums now favor temporary "blockbuster" exhibitions to attract financial sponsors and ticket sales, which also appeals to more privileged constituencies and philanthropic supporters. Evidence for practice• Unlike many other public sector agencies, most museums are still grappling with how to adapt to constrained government funding and to become more efficient, with improved digitalization, a common strategy that also increases accessibility. • Consequences: Museums do have access to significant nongovernment sources of revenue, management expertise, and generous supporters, which along with their governance structure and legislative basis, provides greater autonomy than many other public organizations. • Appropriateness: There is a tension between continuing to fulfill traditional roles and satisfying existing constituencies (as with expensive exhibitions), while also attempting to be more inclusive with diverse and challenging program offerings. • Consequences and appropriateness: Only very few museums score highly in terms of both consequences and appropriateness, and they have deepened their missions beyond the "4Is" (imaginative, innovative, inspiring, and international) to incorporate other progressive political, cosmopolitan, and social goals along with ambitious agendas for change. • It is possible for museums to combine logics of consequences and appropriateness; however, it seems that performance-related logics of consequences are more prominent and are perhaps conditional to then develop and add logics of appropriateness. • Most museums are not striving to be unique or the best in the world, with international collaboration more common than rivalry.

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Section: Managing Consequencesmentioning

confidence: 99%

Section: Managing Consequencesmentioning

confidence: 99%

Managing Public Museums Appropriately and Consequentially: The Distinctiveness and Diversity of Leading Organizations

Brenton

Bouckaert

2021

Public Administration Review

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“…During this time, the government began to demand that museums communicate their economic and social value in order to sustain funding, the need to communicate 'value' is a challenge still faced by museums to this day. 19 The work of Schubert, 20 Ballantyne and Uzzell, 21 and Hooper-Greenhill 22 suggests that museums may be more agile than they are sometimes given credit for. Sandell examines this agility in Social Inclusion: The Museum and the Dynamics of Sectoral Change, and notes that: …much of the museum studies literature from the last decades is based upon the assumption that museums are now operating within a turbulent and rapidly changing environment, requiring new approaches to their management, new sources of funding and new and evolving working practices.…”

Section: Communicating (Not Dying)mentioning

confidence: 99%

The changing shape of museums in an increasingly digital world

Murphy¹

2019

Connecting Museums

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“…But over the years scholars, particularly in the Anglo-Saxon world, have picked it up (e.g. Stoker 2006;Alford 2008Alford , 2009Alford , 2014Alford and O'Flynn 2009;Weinberg and Lewis 2009; Benington and Moore 2011; Alford and Yates 2014). With some exceptions, it has attracted more interest from scholars with a public management background (or from management scholars with a public sector bent) than from public administration or public policy scholars.…”

Section: Introductionmentioning

confidence: 99%

Ventures in public value management: introduction to the symposium

Alford

Douglas

Geuijen

et al. 2016

Public Management Review

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This essay reviews the development of public value management, tracing its rise from relative obscurity in the 1990s to the global attention it receives today. We also introduce the accompanying essays in this symposium which aim to spur further development in the years to come. We review the main tenets of public value management and highlight the key debates in the literature, discussing the mandate of public managers visa -vis politicians, the mobilization of 'the public', the framing of strategic challenges and the distinctiveness of value creation in the public domain. The five accompanying essays deal with these debates, but also break new ground by addressing fresh questions.

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The public value approach to strategic management

Cited by 21 publications

References 11 publications

Managing Public Museums Appropriately and Consequentially: The Distinctiveness and Diversity of Leading Organizations

Managing Public Museums Appropriately and Consequentially: The Distinctiveness and Diversity of Leading Organizations

The changing shape of museums in an increasingly digital world

Ventures in public value management: introduction to the symposium

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