‘Digital’ has changed organisations’ strategies as well as their technology

This research was conducted by Ross Parry at the University of Leicester, UK


The use of digital technology in museums is no longer something special or revolutionary. This paper focuses on what that means for museums' strategies and structures. It finds that the digital turn has not simply meant the …

By | 28 August 2014 |

Capital projects have the potential to bankrupt arts organisations

This research was conducted by Dana Elmquist at Baruch College CUNY, USA


The paper is based on interviews with three cultural leaders in New York who were dealing with the legacy of substantial capital projects. The research concludes that organisations must realise that they are 'masters of their own destiny' …

By | 11 April 2014 |

Arts organisations should not blindly adopt corporate management techniques

This research was conducted by Martin Beirne and Stephanie Knight at the University of Glasgow and Queen Margaret University College, UK


This paper took a critical look at the way in which management techniques from the private sector have infused arts organisations. The authors suggest that simply incorporating management practices …

By | 20 March 2014 |

Strategic management will make museums more effective in achieving their goals

This research was conducted by Eva M. Reussner at Deakin University, Australia


This paper took a critical look at how strategic management might be applied to the running of museums. By applying this technique from outside the non-profit world, museums can create greater value for their visitors whilst expanding their …

By | 20 March 2014 |