BazEkon - The Main Library of the Cracow University of Economics

BazEkon home page

Main menu

Najda-Janoszka Marta (Jagiellonian University in Krakow, Poland), Sawczuk Magdalena (Jagiellonian University in Krakow, Poland)
Museums as a Research Object in the Strategic Management Field
Business and Non-profit Organizations Facing Increased Competition and Growing Customers' Demands, 2018, vol. 17, s. 51-67, rys., tab., bibliogr. 42 poz.
Muzea, Zarządzanie strategiczne, Zarządzanie organizacją publiczną
Museums, Strategic management, Management of public organization
The aim of the article is to identify and examine the main thematic paths shaping the strategic approach in the research on the management of museums. The study was based on a systematic review of scholarly papers using a bibliometric method and a qualitative content analysis. The investigation included theoretical and empirical research papers indexed in the Scopus and Web of Science databases. Based on the collected information, three main thematic paths were identified, i.e. a stream focused on issues related to financing museums, a second path focused on the management structure, and a final client-visitor oriented approach. The obtained results enabled the identification of significant research gaps with reference to the competitive environment analysis of museum units. (original abstract)
Full text
  1. Azmat, F., Fujimoto, Y., & Rentschler, R. (2015). Exploring cultural inclusion: Perspectives from a community arts organization. Australian Journal of Management, 40(2), 375-396.
  2. Balloffet, P., Courvoisier, F.H., & Lagier, J. (2014). From museum to amusement park: The Opportunities and risks of edutainment. International Journal of Arts Management, 16(2), 4-16.
  3. Barron, P., & Leask A. (2017). Visitor engagement at museums: Generation Y and "Lates" events at the National Museum of Scotland. Museum Management and Curatorship, 32(5), 473-490.
  4. Boter, J, Rouwendal, J., & Wedel, M. (2005). Employing travel time to compare the value of competing cultural organizations. Journal of Cultural Economics , 29, 19-33.
  5. Burton, C., & Griffin, J. (2006). More than a museum? Understanding how small museums contribute to social capital in regional communities. Asia Pacific Journal of Arts & Cultural Management, 5(1), 314-332.
  6. Camarero, C., & Garrido, M.J. (2009). Improving museums' performance through custodial, sales and customer orientations. Nonprofit and Voluntary Sector Quarterly, 38(5), 846-868.
  7. Cerquetti, M. (2011). Local arts museums and visitors: audience and attendance development. Theoretical requirements and empirical evidence. Journal of Cultural Management and Policy, 1(1), 20-27.
  8. Czakon, W. (2011). Metoda systematycznego przeglądu literatury. Przegląd Organizacji , 3, 57-62 .
  9. Evans, J., Bridson, K., & Rentschler, R. (2012). Drivers, impediments and manifestations of brand orientations in museums: An exploratory study. European Journal of Marketing, 46(11-12), 1457-1475.
  10. Gilmore, A. & Rentschler, R. (2002). Changes in museum management. A custodial or marketing emphasis? Journal of Management Development, 21(10), 745-760.
  11. Goulding, C. (2000). The museum environment and the visitor experience. European Journal of Marketing, 34(3-4), 261-278.
  12. Greffe, X., Krebs, A., & Pflieger, S. (2017). The future of the museum in the twenty-first century: Recent clues from France. Museum Management and Curatorship, 32(4), 319-334.
  13. Haustein, S., & Larivière, V. (2015). The use of bibliometrics for assessing research: Possibilities, limitations and adverse effects. In Dans Welpe, I.M., Wollersheim, J., Ringelhan, S., & Osterloh, M. (Eds.), Incentives and Performance: Governance of Knowledge-Intensive Organizations (pp. 121-139). Cham: Springer International Publishing.
  14. Hughes, P.N., & Luksetich, W.A. (1999). The relationship among funding sources for art and history museums. Nonprofit Management & Leadership, 10(1), 21-37.
  15. Hutter, M. (1998). Communication productivity: A major cause for the changing output of art museums. Journal of Cultural Economics, 22, 99-112.
  16. Johnson, P., & Thomas, B. (1998). The economics of museum: A research perspective. Journal of Cultural Economics, 22, 75-85.
  17. Kawashima, N. (2006). Audience development and social inclusion in Britain. International Journal of Cultural Policy, 12(1), 55-72.
  18. Knudsen, L.V. (2016). Participation at work in the museum. Museum Management and Curatorship, 31(2), 193-211.
  19. Konrad, E.D. (2013). Cultural entrepreneurship: The impact of social networking on success. Creativity and Innovation Management, 22(3), 307-319.
  20. Kotler, N., & Kotler, P. (2000). Can museums be all things to all people?: Missions, goals and marketing's role. Museum Management and Curatorship, 18(3), 271-287.
  21. Le Breton-Miller, I., & Miller, D. (2015). The paradox of resource vulnerability: Considerations for organizational curatorship. Strategic Management Journal, 36, 397-415.
  22. Lindqvist, K. (2012). Museum finances: Challenges beyond economic crises. Museum Management and Curatorship, 27(1), 1-15.
  23. Mejón, J.C., Fransi, E.C., & Johansson, A.T. (2004). Marketing management in cultural organizations: A case study of Catalan museums. International Journal of Arts Management, 6(2), 11-22.
  24. Mencarelli, R., & Pulh, M. (2012). Museoparks and re-enchantment of the museum visits: An approach centred on visual ethnology. Qualitative Market Research, 15(2), 148-164.
  25. Najda-Janoszka, M. (2016). Dynamic Capability-Based Approach to Value Capture. Krakow: Jagiellonian University Press.
  26. Najda-Janoszka, M. (2013). Innovative activity of small tourist enterprises - cooperation with local institutional partners. Journal of Entrepreneurship, Management and Innovation, 9(1), 17-32.
  27. Nissley, N., & Casey, A. (2002). The politics of the exhibition: Viewing corporate museums through the paradigmatic lens of organizational memory. British Journal of Management, 13, 35-45.
  28. O'Hagan, J.W. (1998). Art museums: Collections, deaccessioning and donations. Journal of Cultural Economics, 22, 197-207.
  29. Pine, J.P., & Gilmore, J.H. (1998). Welcome to the experience economy. Harvard Business Review, 98-105.
  30. Pusa, S., & Uusitalo, L. (2014). Creating brand identity in art museums: A case study. International Journal of Arts Management, 17(1), 18-30.
  31. Reussner, E.M. (2003). Strategic management for visitor-oriented museums. A change of focus. The International Journal of Cultural Policy, 9(1), 95-108.
  32. Roszkowska-Menkes, M. (2017). User innovation: State of the art and perspectives for future research. Journal of Entrepreneurship, Management and Innovation, 13(2), 127-154.
  33. Scott, S.G., & Lane, V.R. (2000). A stakeholder approach to organizational identity. The Academy of Management Review, 25(1), 43-62.
  34. Simon, N. (2010). The Participatory Museum. Santa Cruz, California: Museum 2.0.
  35. Silderberg, T. (1995). Cultural tourism and business opportunities for museums and heritage sites. Tourism Management , 16(5), 361-365.
  36. Sisson, P., & Ryan, J.J.C.H. (2017). A knowledge concept map: Structured concept analysis from systematic literature review. Journal of Entrepreneurship, Management and Innovation, 13(3), 29-69.
  37. Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a methodology for developing evidence-informed management knowledge by means of systematic review. British Journal of Management, 14, 207-222.
  38. Varbanova, L. (2013). Strategic Management in the Arts. New York: Routledge.
  39. Vom Lehn, D., & Heath, C. (2016). Action at the exhibit face: Video and the analysis of social interaction in museum and galleries. Journal of Marketing Management, 32(15-16), 1441-1457.
  40. Vicente E., Camarero, C., & Garrido, M.J. (2012). Insights into innovation in European museums. Public Management Review, 14(5), 649-679.
  41. Weinberg, M.L., & Lewis, M.S. (2009). The public value approach to strategic management. Museum Management and Curatorship, 24(3), 253-269.
  42. Woodward, S. (2012). Funding museum agendas: Challenges and opportunities. Managing Leisure, 17(1), 14-28.
Cited by
Share on Facebook Share on Twitter Share on Google+ Share on Pinterest Share on LinkedIn Wyślij znajomemu