Understanding open innovation in small and medium-sized museums and exhibition halls

Abstract

Purpose The hostile environments in which museums operate force them to be innovative. Most of them have fewer resources and are publicly owned. Because these factors may hinder their innovative potential, this paper aims to propose an open innovation model adapted to this type of organization to improve visitors’ experience. Design/methodology/approach A qualitative method based on a thematic analysis is carried out. Data sources are: (i) focus group with stakeholders from the destination and (ii) in-depth interviews with museums experts. Findings This new framework is important because it brings something new to a field that previous research had barely considered. The study of the implementation of open innovation in publicly owned small and medium-sized museums brings to light the growing importance of the relational, organizational, technological and experiential dimensions, their interactions and their main constituent factors. Research limitations/implications The study is limited to a specific type of institution, and results should not be extrapolated to other contexts. The construct of open innovation is highly complex, and that advises future research to include other players. Quantitative methods and longitudinal techniques will contribute to tackling new challenges in future research works. Practical implications Results are helpful for museum managers and policymakers. Stakeholders improve their comprehension of how an open innovation model works because the paper offers a few guidelines for its active designing. A solid networking based on trust and the emphasis on improving the visitor experience determine making-decision processes. Originality/value The paper provides a systemic innovation management model for museums, where there is almost no previous research. It is theoretically supported in the open innovation paradigm, as well as the absorptive capacity framework. The emerging and central role of the experiential dimension constitutes another notable contribution to literature.

Exploring persuasive sales techniques to improve customer acceptance of sustainable but unfamiliar menu in restaurants

“…We followed an approach used by Kumar and Noble (2016) and coded the transcripts with open codes, axial codes and themes. Due to this study's exploratory nature, the informants provided results that were highly subjective and difficult to standardize (García-Muiña et al, 2019). Therefore, we manually coded the data to obtain a more in-depth understanding of the informants' sales strategies.…”

Willingness to accept social robots in museums: an exploratory factor analysis according to visitor profile

“…Museums have been facing dramatic competitive changes for decades (Gilmore and Rentscheler, 2002). Under such conditions, when these institutions aim for a position of sustained competitive advantage, innovation management plays a strategic role in attaining a position of sustained competitive advantage Willingness to accept social robots in museums (Garc ıa-Muiña et al, 2019). An empirical understanding of the use of technology in museums and more specifically visitors' acceptance of social robots has become a necessity for understanding the future of the sector.…”

“…Cultural organizations in general and museums in particular are immersed in increasingly complex environments (García-Muiña et al , 2019). Some authors, such as Alén et al (2016) refer to them as “hypercompetitive” contexts.…”

An Exploratory Analysis of Museum Attributes from the Perspective of Tourists and Residents: The Case of Thyssen-Bornemisza National Museum, Madrid, Spain

“…Museums practice market-oriented implementation strategies to promote value for the customer and introduce innovative elements [42]. Museums make efforts to achieve positive economic and socio-cultural impacts, which are connected to sustainability strategies, visitor satisfaction, reputation, and prestige, as well as their connection to tourism [43]. Non-profit museums have a different goal because it is usually not only to obtain economic profits [44].…”