To see the other types of publications on this topic, follow the link: Museums management.
Journal articles on the topic 'Museums management'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Museums management.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Bira, Monica, Alexandra Zbuchea, and Mauro Romanelli. "Romanian Museums under Scrutiny." Management Dynamics in the Knowledge Economy 8, no. 3 (September 1, 2020): 297–323. http://dx.doi.org/10.2478/mdke-2020-0019.
Full textAbstract:
Abstract The museum sector has changed in the past decades, becoming for dynamic, diverse, interactive, participative and innovative. All this shifts make museums more and more appealing and increase the level of satisfaction of museum visits. Understanding to what degree the public perceives and appreciate these trends, could give museum management hints to better fit their development strategies to the audience. Generally, perceptions are very important for appealing organizations. This is valid also for museums. Museum’s image influences the audience’s satisfaction. Perceptions are important for successful museum visits in many ways. Having this is mind, the present study investigates how participative and innovative are considered Romanian museums.
2
Kasbayeva, Gulnaz, Assiya Mamyrbekova, and Bagila Tairova. "Culture management in cultural and art institutions: A cultural analysis." Scientific Herald of Uzhhorod University Series Physics, no. 55 (February 5, 2024): 730–38. http://dx.doi.org/10.54919/physics/55.2024.73kd0.
Full textAbstract:
Relevance. The object of this research is the managerial culture in the museums of the Republic of Kazakhstan. The study considers a management culture in museums on a large scale, as museums of the Republic of Kazakhstan are a part of the world culture and their development occurs not in self-isolation from the world, but in this world, though in time of experiencing economic and political crises, and in time of a pandemic. Purpose. The paper examines the general history of museum development in Kazakhstan, management culture, and management itself. The management culture is shown from ethical and practical sides. The study demonstrates management as a new strategy of museum management in the modern world. The basic work of museums and their reaction to challenges of the modern world is also briefly shown, i.e., the new role of museums in the modern world is considered. Methodology. The desk research method was used: analysis of modern research of the last three years on the museums of the Republic of Kazakhstan, management culture and management in museums. Results/Conclusions. The article concludes that museums, despite their conservatism, can respond to the challenges of the time and adapt to the needs of society. Moreover, the culture of management in museums is changing in order to dictate to society what is relevant and interesting, rather than passively fulfilling its demands. The management culture dictates to museum workers new approaches to effective museum management, and the museum has become not only a centre of history and culture preservation but also an active centre of public education.
3
Cury, Marilia Xavier. "Lições indígenas para a descolonização dos museus: processos comunicacionais em discussão / Indigenous people's lessons for decolonizing museums: communication processes under discussion." Cadernos CIMEAC 7, no. 1 (July 11, 2017): 184. http://dx.doi.org/10.18554/cimeac.v7i1.2199.
Full textAbstract:
Os museus passam por transformações, novas funções se reorganizam e novos desafios são levados a essa instituição. Após anos de crítica da sociedade e academia ao museu, pela forma fechada como operava e interpretava coleções, há um movimento de transformação. Os processos de descolonização do museu etnográfico vêm trazendo grandes avanços, também porque essa categoria de museu passa pelo processo de indigenização. A comunicação museológica tem papel preponderante tanto na descolonização quanto na indigenização, pois promove o diálogo entre profissionais de museus e indígenas. O artigo apresenta situações em que o museu, em fase de transição entre modelos, é analisado pela Comunicação, considerando o deslocamento dos meios para as mediações, ou seja, do museu para a cultura, no caso tratado as culturas Kaingang, Terena e Guarani Nhandeva, tendo como locus o oeste do estado de São Paulo. Os resultados da ação de comunicação museológica revelam dois aspectos a serem aprofundados pelo museu: a política de gestão de acervo e a ressacralização do museu.Palavras-chave: Indígenas no Oeste Paulista; Políticas museais; Descolonização dos museus. ABSTRACT: Museums are undergoing changes, new roles are created for, and new challenges are posed to those institutions. After years of criticism levelled by society and academia at museums for the closed manner in which they ran and interpreted collections, a transformation is now underway. The decolonization of ethnographic museums has made major advances, especially because this type of museum is currently being indigenized. Museal communication plays a key role both in decolonization and indigenization, because it fosters dialogue between museum professionals and indigenous people. The article describes situations where museums, which are undergoing a transition between different models, are analyzed by Communication, considering the move from the means to mediation, in other words, from museums to culture, specifically the cultures of the Kaingang, Terenaand and Guarani Nhandeva indigenous people who live in the west of the state of São Paulo. The results of the museal communication initiative show two aspects to be explored by museums: The collection management policy and the renewed sacralization of museums.Keywords: Indigenous people in the west of the state of São Paulo; Museum policies; Decolonizing Museums.
4
Ogurenko, Yegor V. "Museum Construction in Ural Region (1923–1934): Based on the Materials of the State Archive of Sverdlovsk Region." Izvestia of the Ural federal university. Series 2. Humanities and Arts 25, no. 2 (2023): 98–112. http://dx.doi.org/10.15826/izv2.2023.25.2.026.
Full textAbstract:
This article considers the development of the network of museums in Ural Region in 1923–1934. The author examines the features of the Ural museums, such as formation, organization, management, typology, educational activities, interaction with the Soviet authorities, the relationship of museums and the Ural local history movement, as well as the influence of state policy. Museums emerged in the Urals in the late nineteenth and early twentieth centuries. During the post-revolutionary period, i.e. in 1917–1923, in many ways due to the purposeful state policy, new institutions appeared in the museum network. The reorganization of the administrative and territorial division in the Urals influenced the interaction between the local authorities and the museums subordinate to them. The introduction of a new economic policy in 1921 positively influenced the activity of the museums. Local history organizations and societies actively conducted scientific and educational work on their basis. With the creation of the super-region, Ural Region, in 1924, the museum activity on its territory was directed at implementing the decisions of the RSFSR People’s Commissariat for Education. Based on data sent to the museum subdivision of the Ural Public Education Department, the author reconstructs the museum system of the region as of 1926. The results of the analysis make it possible to speak about the inefficiency of the accounting and control of museums by the Ural Public Education Department. In addition to the complex management of museums, the museum industry also faced other problems. Throughout the 1920s, the material and normative consolidation of the museum network took place. By the early 1930s, the rejection of the new economic policy was followed by the ideological rethinking of the museum’s functions. The museum and local history movement shifted its focus from education and excursion activity to propaganda and political-educational tasks. The author draws a conclusion about the contradictions in the development of museums in the Soviet Urals between the 1920s and the early 1930s characterized by the complexity of management, weakness of material resources, low financing of the creation of the new Soviet museum. The paper refers to documents of the State Archive of Sverdlovsk Region.
5
Murawska, Agnieszka, Jarosław M. Fraś, Ewa Frąckowiak, and Andrzej Rybicki. "PROFESSION OF A ‘MUSEUM CURATOR’. ON LEGAL CHANGES IN THE CONTEXT OF THE EROSION OF THE ROLE PLAYED BY MUSEUM CURATORS." Muzealnictwo 61 (July 24, 2020): 145–53. http://dx.doi.org/10.5604/01.3001.0014.3323.
Full textAbstract:
Changes in the legislation related to museum curators and museology, introduced with small steps in harmony with the Overton Window concept, are discussed; they are leading away from the letter and spirit of the Act on Museums of 21 Nov 1996 and the traditions of Polish museology based on creating collections of museum objects and working on them in various manners. Regulations and legal opinions on the museum curator profession are presented, pointing to the fact that the initially cohesive definitions and provisions are becoming blurred, to the extent of losing their initial sense, and threatening the identity of this professional group, as well as the identity of museums as heritage-preserving organizations. Furthermore, attempts to extend the concept of museum curator to encompass also the institution’s executives or the entire museum staff undertaken in order to depreciate this professional group and deprive it of the impact on the institution’s management have been signalled. A tendency has been observed to deprive the employees fulfilling the museum’s basic activity, museum curators included, of the influence on shaping state policies with respect to museology, this clearly illustrated by the composition of the Council for Museums and National Memorial Sites. Provisions of the labour legislation as regards professions of public trust museum curators aspire to join have been quoted. Mention has also been made of certain activities they have undertaken to prevent the process of de-professionalising the profession of a museum curator in the museum-related legislation, and to subsequently reverse it. The 2016 Bill on Museum Collections and on Museums prepared by the National Section for Museums and Institutions for the Preservation of Historical Monuments of the Solidarity Trade Union has been presented. The main demands of the Bill have been pointed to: the consolidation of the status of museum collections as the main purpose of the museum’s raison d’être, the status of a museum curator as a profession of public trust, and the shift in museum management from technocratic (New Public Management) to modern, aiming to serve the national heritage and people in harmony with the principles of the New Public Service.
6
Li, Yin. "Museums and Marketing: a Controversy over New Strategies." ESIC MARKET Economic and Business Journal, Volume 51, Issue 1 (April 14, 2020): 183–208. http://dx.doi.org/10.7200/esicm.165.0511.4.
Full textAbstract:
Objective: This paper aims to review the function of marketing in the field of museum management and offers practical and creative solutions for museums to successfully balance the conflict between the museums’ sustainable operation and their original functions, such as education and preservation. Methodology: The research is mainly based on long-term observations of museum management and marketing in both China and Spain. A review and analysis of previous studies has been conducted to build the context. Results: The implementation of appropriate marketing methods by way of cross-industry cooperation and new technologies can not only assist museums in financial issues but could also result in a win-win outcome which could promote the original mission of museums. Limitations: This article is mainly based on the Chinese and Spanish contexts, however, some relevant features of other countries have also been described. Practical implications: The suggested strategies mentioned in this paper contribute to the development of practical marketing methods for Spanish museums, oriented towards meeting the need for sustainable operation, and ways to communicate to the public at large, in accordance with the museum’s key objectives.
7
Torres, Nuno Cintra. "muSEAum – Branding the Sea Museums of Portugal Research findings and perspectives of an innovation journey." Revista Lusófona de Educação, no. 57 (March 25, 2023): 69–82. http://dx.doi.org/10.24140/issn.1645-7250.rle57.05.
Full textAbstract:
The presence of the sea in Portuguese museums, monuments and sites is formidable, a multifaceted heritage providing experiences transposing history, exploration, industry, commerce, lifestyles, technologies, architecture, popular and fine arts. muSEAum focused on management competencies for the competitive exploration of museums’ characteristics, environment, and collection. The co-innovation project with a nationwide sample of sea-themed museological institutions – not just maritime or marine museums -- addressed the definition, management and communication of the museum brand, the benefits of a Sea Museum of Portugal collective brand, visitor experience technologies, national and international reach and awareness, spirit of belonging, new learning partnerships, and local tourism. Research on audiences and management practices provided a solid evaluation basis. Notwithstanding some noteworthy, good practices, most institutions suffer from insufficient funding and administrative autonomy. Promotional efforts are geared towards local constituencies leading to residual national and international visibility, affecting particularly those off tourist circuits. Incipient or inexistant brands, inefficient or non-existent websites, inconspicuous SEO and digital marketing activities, own domain names a rarity keep many museums absconded in the internet maelstrom.
8
Zbuchea, Alexandra, and Monica Bira. "Does Stakeholder Management Contribute to a Museum’s Sustainable Development?" Management Dynamics in the Knowledge Economy 8, no. 1 (March 1, 2020): 95–107. http://dx.doi.org/10.2478/mdke-2020-0007.
Full textAbstract:
Abstract Museums are increasingly more connected to the concerns of the present-day society. In order to be actively involved in the development of the society and well-being of their communities, museums are more connected than ever, are active partners for their stakeholders. Having this new framework in mind, the present paper investigates the complex relationships between stakeholders and museums, as well as the role stakeholders could have to achieve the museum’s sustainable development. The present paper investigates how Romanian museums are using the stakeholder management approach to ensure their sustainable development. The interviews reveal why the funding bodies are considered by far the most important stakeholders. Other museums are generally ranked among the most important partners, along with local cultural organizations and educational ones. Sustainable development and increased impact on the museum’s community are constant concerns, but the main stakeholders and partners are rather narrowly considered.
9
Kupec, Václav, Michal Lukáč, Peter Štarchoň, and Gabriela Pajtinková Bartáková. "Audit of Museum Marketing Communication in the Modern Management Context." International Journal of Financial Studies 8, no. 3 (July 3, 2020): 39. http://dx.doi.org/10.3390/ijfs8030039.
Full textAbstract:
Marketing communication is a concise part of modern museum management. Museums operate in a competitive environment; therefore, it is important to pay sustained attention to every component of a given museum’s marketing communication. Changes, international trends, and visitor preferences have an influence on marketing communication. Museum management must devote expert deliberation towards determining which components of their marketing communication are significant for museum visitors. Moreover, the effectiveness of the use of expenses plays an important role in museum management; it is also essential to combine effectively the individual components of marketing communication. The present research aims to find a correlation between the components of museum marketing communication, which is not being addressed in detail in the contemporary research. The aim of the research is therefore to determine the dependence amongst elements of the marketing communication of museums on questioning the visitors. The aim was achieved by implementing the modern audit approach and empirical research into marketing communication: the Paper Aided Personal Interview (PAPI) method with a Likert scale, a reliability check with Cronbach’s alpha, and dependency determination with Pearson’s correlation. All results were investigated through the use of a questionnaire on the international EU 27 sample of museum visitors. These conclusions allow museum management to build their marketing communication on the principles of Economy, Efficiency, and Effectiveness (the 3E principles).
10
Mulrooney, Mara A., Charmaine Wong, Kelley Esh, Scott Belluomini, and Mark D. McCoy. "Integrating Research and Collections Management." Museum Worlds 4, no. 1 (July 1, 2016): 51–62. http://dx.doi.org/10.3167/armw.2016.040105.
Full textAbstract:
ABSTRACTThe Ho‘omaka Hou Research Initiative is a collaborative research endeavor that is primarily focused on the analysis of the Bishop Museum’s Archaeology Collections. The goal of Ho‘omaka Hou (which literally means “to begin again”) is to encourage continued work with these invaluable museum collections, and to bring together researchers and students with various research interests in order to learn more about the past. In addition to conducting research on museum collections using the most up-to-date methods in the field of archaeology, we are building a digital inventory of the collections. This integrated approach highlights the relevance of archaeological collections housed in museums for informing researchers about the past, and also emphasizes the need for modernizing digital inventories to safeguard these collections for the future.
11
Buršić, Edgar, Tea Golja, and Hermina Maras Benassi. "Analysis of Croatian public museums’ digital initiatives amid COVID-19 and recommendations for museum management and governance." Management 28, no. 1 (May 31, 2023): 211–26. http://dx.doi.org/10.30924/mjcmi.28.1.14.
Full textAbstract:
The COVID-19 pandemic has presented challenges for public museums in Croatia. This study examines how museum management and professionals have responded to the closure of museums during the pandemic by exploring digital initiatives and online engagement with remote audiences. The authors analysed data from 162 Croatian museums registered in the Museum Documentation Centre in Zagreb to investigate the relationship between socioeconomic and demographic indicators and museums’ digital activities using multiple regression analysis. The findings revealed that half of the museums in the sample were active online, with social media being a commonly used platform. Interestingly, museums with a stronger online presence, lower regional unemployment rates, and a lower tourism development index were more likely to engage in activities during the pandemic. The authors conclude with recommendations for museum management and governance to embrace digital acceleration and adapt to the digital age. The study findings hold significant relevance for museums preparing for future pandemics or crises as they highlight the importance of digital initiatives and online presence in ensuring continued engagement with audiences during periods of closure. By leveraging digital tools and platforms, museums can overcome physical limitations and effectively reach remote audiences, thereby enhancing their resilience and adaptability in times of crisis. This study contributes to the understanding of museums’ digital transformation in response to the COVID-19 pandemic and provides valuable insights for museum practitioners, policy-makers, and researchers to shape future strategies. Further research could explore the long-term impacts of digital initiatives on museums’ sustainability and visitor engagement beyond the pandemic context.
12
Pérez, Alba. "Smart Museums. Definition and presentation of a smart management model for museums." Tourism and Heritage Journal 4 (January 24, 2023): 126–39. http://dx.doi.org/10.1344/thj.2022.4.8.
Full textAbstract:
The appearance of smart models for tourism management has contributed towards a more efficient administration of tourism products. However, museums are institutions that have not been explored from this angle and possess great potential for their application. This research aims to put forward a proposal of a Smart Model for museum management and define the main characteristics of a Smart Museum. Although plenty of museums are adapting their facilities and experiences through a digital transformation, there are scarcely any that adopt the Smart designation for their description, nor base their operation on existing literature on smart management. A focus group with experts in museology, smart management and heritage innovation allowed to identify the main components for smart management to take place in a museum setting. Furthermore, the data were coded, organised and analysed thematically focusing on the principal elements discussed in the group meeting. The absence of a clear definition for a smart museum was detected. Nonetheless, the contributions from the focus group, together with the findings from the literature review on existing smart models provided the necessary concepts to establish a definition and build an application model adapted to museums.
13
Motawea Hussein SHAIKHON, Ahmed. "MUSEUM MANAGEMENT AND PRIVATE MUSEUMS IN EGYPT." International Journal of Advanced Studies in World Archaeology 3, no. 1 (June 1, 2020): 17–23. http://dx.doi.org/10.21608/ijaswa.2020.181332.
Full text
14
Motawea Hussein Shaikhon, Ahmed. "Museum Management and private Museums in EGYPT." International Journal of Multidisciplinary Studies in Architecture and Cultural Heritage 4, no. 1 (June 1, 2021): 75–88. http://dx.doi.org/10.21608/ijmsac.2021.187251.
Full text
15
Kupec, Václav, Michal Lukáč, Přemysl Písař, and Katarína Gubíniová. "Increasing Personnel Competencies in Museums with the Use of Auditing and Controlling." Sustainability 12, no. 24 (December 10, 2020): 10343. http://dx.doi.org/10.3390/su122410343.
Full textAbstract:
Society is constantly developing and museums must respond to this. Museums’ main tasks include conservation of humanity’s history, which puts high demands on museum staff. The level of care for cultural heritage depends on the quality of staff at the given museums. Thus, HR management can be perceived as a soft museum discipline that can be supplemented with hard management approaches. From here, certain research questions arise, such as: What are the vital factors for HR management in museums, or how can personnel competencies development be continuously improved? The research aim is, therefore, to define for museums the vital factors for personnel competencies development with an emphasis on efficiency improvement. The defined task will be completed using a questionnaire together with a multipoint Likert scale. The research was conducted on a sample of n = 810 museums in EU 27. A personnel competencies model was constructed based on the statistical analysis and using stepwise regression, which points to the importance of auditing and controlling approaches in the management of museums. The outcomes point to a lower than expected impact of the number of employees and the quality of management on the personnel competencies development. The correlation analysis of the variables shows interesting relations that should be used for the development of performance in museums.
16
Burksiene, Valentina, Jaroslav Dvorak, and Lina Valutiene. "Quality Management in the Museums of Lithuania." Cultural Management: Science and Education 6, no. 2 (January 3, 2022): 9–20. http://dx.doi.org/10.30819/cmse.6-2.01.
Full textAbstract:
This article analyzes the issues related to quality management in the museums of Lithuania as there is no imperative requirement for them to apply quality systems. Every museum is flexible to decide whether to implement or not any of the models. The questionnaire based on the literature review helped to reveal the reality of quality management and the attitudes of museums toward quality and its management. According to the findings, the majority of the museums do not apply any model for the improvement of quality and customer satisfaction, but all of them implement separate variables of the total quality management system.
17
Tong, Y., and Y. Ma. "DIGITAL MUSEUM CONSTRUCTION STANDARDS STUDY." International Archives of the Photogrammetry, Remote Sensing and Spatial Information Sciences XLVI-M-1-2021 (August 28, 2021): 753–60. http://dx.doi.org/10.5194/isprs-archives-xlvi-m-1-2021-753-2021.
Full textAbstract:
Abstract. In the post-epidemic era, with the development of digital information technology, there is an extremely urgent need for the construction of digital museums in the field of cultural and museums. However, there is no unified consensus on the concept, function and form of digital museums at home and abroad. The author believes that digital museums are a special form of traditional physical museums and should give full play to digital features and advantages to meet the needs of online and offline integration. This paper is oriented to the practical problems that exist in the realization of the basic functions of traditional physical museums based on collection, management, storage, research, exhibition, education and popularization, and public services. By collating the current standards of digital museums, analyzing the new forms of digital museums domestically and abroad, clarifying the mission of digital museums, proposing the construction and development of digital museums around “human experience”, exploring the standards of digital museum construction, and promoting the industry consensus and standardized management of digital museum construction.
18
Andžāne, Ieva. "MUSEUM AS AN OBJECT OF CHANGE." Culture Crossroads 11 (November 10, 2022): 68–80. http://dx.doi.org/10.55877/cc.vol11.132.
Full textAbstract:
Over the last decades the museum sector has experienced substantial changes. The need for change has been stressed by such well-known museologists and practi- tioners as Stephen E. Weil, David Flemming and others. Moreover, the change of and within museums has arisen as one of the most important topics of several professional networks and conferences, such as “We Are Museums”, which was cre- ated in 2013 as yearly event at the intersection of culture and innovation. Thus, we can speak about paradigm of change in contemporary museums that affects their performance and future strategies. This paradigm of change in museum sector seems especially interesting if we think about the symbolic role of a museum. Traditionally a museum is an institution that keeps our heritage intact and until recently this task has been perceived as its main function. Not without reason the museum has been used as symbol for standstill, unchangeable in art and literature. Yet now we are asking for museums to change themselves and their public offer. The aim of the article is to track the development of paradigm of change in museum sector and to outline the most important fields that had been affected by change during past decades. The change of museum sector has been viewed in regional context, marking the most important trends: 1) changes in the models of museum funding; 2) changes in museum’s strategic priorities; 3) changes in our perception of a museum. Still, it is important to remember that an organization can never change just one thing – in most cases museums are subjected to more than one of these trends. The results in almost all cases are similar – growing importance of museum management.
19
Yuliantri, Rhoma Dwi Aria, Tular Sudarmadi, and Agus Suwignyo. "Analysis of the People’s Needs for Museum Tourism as Cultural Expressions and Freedom to Learn in the Post-Pandemic Era." MOZAIK HUMANIORA 22, no. 2 (December 30, 2022): 254–68. http://dx.doi.org/10.20473/mozaik.v22i2.34754.
Full textAbstract:
The Covid-19 pandemic has impacted people’s lives, including the tourism and education sectors such as tours in museums. This study aims to answer three questions (1) How high is the priority of the community's needs for post-pandemic museum tourism? (2) What are the museum tourism needs in terms of museum facilities, cultural activities and independent learning programs? (3) What are the public opinions on the tourism program that should be developed by the museum to respond to the priority needs of museum tourism after the pandemic? This research was conducted using quantitative methods with descriptive statistical calculations. The results of the study showed that most of the respondents strongly agreed (79.13%) and agreed (18.26%) that museum visits should be based on the spirit of finding alternative places to learn and seek new knowledge. Respondents decided to visit a museum firstly due to the programs offered by the museum. Regarding museums which employed freedom to learn program, respondents agreed (53.04%) if museums promoted various activities as learning arenas based on the government programs. Respondents’ expectations of post-pandemic museums lead to the concept of “museums for community.” This means that museum management and the development of cultural creations potential and economic activities by museums are welcomed with high interest if the people or community are involved. It is suggested that museum managements (1) organize cultural performance acitivities as part of the promotion for museum visits, and (2) engage with local communities in the creation and implementation of the activities.
20
Горлова, Н. И., and А. Г. Демидов. "A Study of Volunteer Management on the Basis of Russian Museum-Reserves." Nasledie Vekov, no. 2(30) (June 30, 2022): 101–9. http://dx.doi.org/10.36343/sb.2022.30.2.008.
Full textAbstract:
Статья посвящена анализу специфики организации музеями-заповедниками процесса управления деятельностью волонтеров на различных этапах (привлечение, отбор, обучение, сопровождение во время волонтерских смен, поддержка и мотивация) в оценках сотрудников культурных институций. Анализ производился с опорой на данные социологического исследования, проведенного Всероссийским обществом охраны памятников истории и культуры в 2020 г. Использовались методы анкетного опроса и экспертного интервью. В опросе приняли участие 35 музеев-заповедников из более чем 20 регионов России. Уделено внимание портрету современного волонтера музея-заповедника, описаны демографические характеристики волонтерского сообщества, мотивация и установки добровольных помощников. Выявлено, что доля музеев, в которых созданы волонтерские объединения, невелика; работу с волонтерами в настоящее время невозможно охарактеризовать как сложившееся и устойчивое направление деятельности российских музейных учреждений. The article analyzes the specifics of organizing the management of the activities of volunteers at various stages (attraction, selection, training, assistance during volunteer shifts, support, and motivation) by museum-reserves in the assessments of employees of cultural institutions. The analysis was based on the data of a sociological survey conducted by the All-Russian Society for the Protection of Monuments of History and Culture in 2020. The respondents were employees of 35 museum-reserves from more than 20 regions of Russia. The methodological basis of the study was the methods of questionnaire survey and in-depth interviews. The questionnaire was aimed at assessing the work of the museum institution with volunteers when implementing various projects. The authors give the results of the survey in a number of areas of work of Russian museums-reserves with volunteers; raise questions about the regularity of museums for volunteer help, their readiness to work with volunteers, and the presence of permanent volunteer associations at museums. The authors identify the key socio-demographic characteristics of the representatives of the volunteer community; trace and specify all the main stages of volunteer management when managing volunteer resources; characterize the channels for attracting volunteers to museums, the prevalence of various methods of their selection (questionnaires, interviews), preparation for work in the museum, and the range of skills and abilities (including professional ones) that a volunteer involved in activities in the museum should have; list the mechanisms for stimulating volunteers’ interest in cooperation with the museum; determine the forms of museums’ work aimed at motivating volunteers; analyze the main reasons for volunteers’ leaving the organization; learn the terms of volunteers’ cooperation with museums and determine the characteristics of the rotation of the volunteer contingent. The authors state that the share of Russian museums in which volunteer associations have been created is small and that working with volunteers cannot currently be characterized as an established and sustainable activity for Russian museums. The authors conclude that the largest proportion of museum-reserve assistants are women aged 16 to 25. They also note the conservatism and isolationism of some of the survey participants, who avoid attracting voluntary assistants.
21
Corder, Gwen. "The Deaccessioning and Disposal Practices of Small Museums in Kentucky and Indiana." Collections: A Journal for Museum and Archives Professionals 8, no. 2 (June 2012): 151–68. http://dx.doi.org/10.1177/155019061200800205.
Full textAbstract:
A survey conducted in 2008 for a graduate degree examined the methods that small museums use to deaccession and dispose of permanent collection items and compared findings against AAM and ICOM standards. An instrument was mailed to 200 large, medium, and small museums. Fifty-seven museums agreed to participate, 33 of which were small museums. Follow-up telephone interviews were conducted with six small museums. Some findings indicate that: small museums use untrained volunteers; small museum administrators do not have in-depth professional museum-training or education themselves; and small museums use money from the sale of collection items to finance operating and facilities’ costs. From these findings and fourteen years of personal experiences, it appears that small museums staff, board members, and volunteers need in-depth education and training in museum and collections management so that they can make better decisions about their collections.
22
Салимурзаев, Т. М. "Features of the Formation of the Petrograd–Leningrad Museum Network (1917–1940)." Nasledie Vekov, no. 4(36) (December 31, 2023): 76–98. http://dx.doi.org/10.36343/sb.2023.36.4.006.
Full textAbstract:
Работа служит целям установления количественного и качественного состава музейной сети Петрограда–Ленинграда в 1917–1940 гг., определения динамики ее развития и выявления изменений, происходивших в системе управления музеями в этот период. Использованы документы и законодательные акты, работы исследователей истории музейного дела, данные сайтов ныне действующих музеев. Проанализированы процессы, характерные для развития музейной сферы северной столицы в рассматриваемый период. Подчеркивается отсутствие у некоторых музеев четкой тематической профилизации. Создана классификация в виде таблиц, разработанных преимущественно на материале 1930-х гг. и отражающих, в частности, функциональное назначение музеев и их место в структуре управления. Анализируются изменения в системе управления музейной сетью Петрограда–Ленинграда. Установлено, что в течение изучаемого периода происходил процесс идеологической трансформации музейной отрасли и превращения музеев в орудие политической пропаганды. The work serves the aim of establishing the quantitative and qualitative composition of the museum network of Petrograd–Leningrad in 1917–1940, determining the dynamics of its development, and identifying changes that took place in the museum management system during this period. Documents and legislative acts, research on the history of museum affairs, data from Internet sites of current museums that operated or emerged during the period described were used. The research optics is based on the use of classical methods of historical research (diachronic, comparative-historical, historical-genetic, typological, etc.), applied on the basis of a systemic-historical approach; the use of structural-functional analysis was also significant. The processes characteristic of the development of the museum sphere of the northern capital during the period under review are considered. The lack of a clear thematic profile in some museums is emphasized. The author classifies museums in the form of tables, developed mainly on the material of the 1930s and reflecting, in particular, the functional purpose of museums and their place in the management structure. Changes in the management system of the Petrograd-Leningrad museum network are analyzed. The city’s museum network in the 1920s was mainly represented by museums of landowner life, which were used to contrast the lifestyle of the former elite with the interests and aspirations of the people, as well as a material confirmation of the need for revolutionary changes. In the 1930s, the largest in terms of quantity, quality and attention from the Soviet government during museum construction was the group of historical and revolutionary museums, represented by memorial apartments of Lenin and other leaders of the revolution. The second largest group was natural history (natural science) and techno-economic museums; the third largest group was history and everyday life museums. Thus, during the period under study, the museum network was developing in a historical-revolutionary direction, the city’s museum industry was ideologically transforming and becoming an instrument of political propaganda. The museum management system was constantly reorganized; its features were the collapse of the museum management apparatus created in the 1920s, the ignorance of museum specifics, personnel repressions, and the outflow of management personnel from museums to various departments.
23
Jagodzińska, Katarzyna. "Museums as Landscape Activists." Muzeológia a kultúrne dedičstvo 9, no. 2 (2021): 5–26. http://dx.doi.org/10.46284/mkd.2021.9.2.1.
Full textAbstract:
The article discusses the issue of the “extended museum”, raising questions about how museums become active actors in current topical discussions on the shape of cities, what their role is in the processes of city management and how this engagement in external spaces affects the overall mission of museums. The point of reference is the ICOM Resolution on the responsibility of museums towards landscape adopted in 2016, which offered museums legitimacy in taking actions with regard to their environment, beyond museum walls. On the grounds of four case studies of Polish museums I present strategies whereby relations between the museum, authorities and communities are negotiated (regarding the protection of post-industrial and Second World War heritage, the contextualisation of socialist heritage and the struggle for greenery).
24
Sande, Theodore Anton. "Museums, museums, museums." Museum Management and Curatorship 11, no. 2 (June 1992): 185–92. http://dx.doi.org/10.1080/09647779209515310.
Full text
25
Feng, Xinyi. "Study of Virtual Museum Tourism Experience from the Perspective of Creative Communication Management." BCP Social Sciences & Humanities 17 (May 5, 2022): 126–39. http://dx.doi.org/10.54691/bcpssh.v17i.635.
Full textAbstract:
Based on the theory of creative communication management, this paper takes Suzhou Museum, Dunhuang Museum and Louvre as examples, uses a combination of qualitative and quantitative analysis, and takes perceived quality and visitor satisfaction as indicators. It uses IPA analysis of virtual museums in six dimensions: convenience, novelty, richness, simulation, experience and functional realization, and studies the effect of virtual museum marketing communication. The study also analyzes the technical means and specific designs that can be used in the process of building and developing virtual museums, and explores the future development direction of digital museum construction.
26
Cho, Sungsil. "Reproduction of Local Culture Exhibitions at Japanese Local Museums and Community Participation: Focusing on the Case of Urayasu City Museum." Academic Association of Global Cultural Contents 58 (February 29, 2024): 137–55. http://dx.doi.org/10.32611/jgcc.2024.2.58.137.
Full textAbstract:
This study aimed to examine the reproduction of local history and the participation patterns of residents in exhibitions at local Japanese museums. According to data from the Agency for Cultural Affairs under the Ministry of Education, Culture, Sports, Science and Technology, there are more than 5,700 museums in Japan. Japan's rapid growth after its defeat in World War II accelerated the establishment of museums that store local history and folklore materials. Around 1993, 452 local museums with history and folklore themes were built. This can be interpreted as a measure to respond to the standardization of existing centrally oriented museums due to the triggering of awareness of issues such as local population decline and regional crises. Unlike central or tourism-oriented museums, museums established in local areas tend to focus on residents living in the area. The local museum examined in this study also considers local ‘people’, who put the concept of ‘hometown’ at the forefront, as a significant element of museum operation, and their participation becomes the basis of the local museum's identity. As the leading case covered in this paper, the Urayasu City Local Museum promotes citizen participation by turning the results from various local participation programs, such as collaboration with local schools, student curator system, and regional competitions to transmit local cultural heritage, into exhibition contents. Japanese local museums provide many implications for today's Korean society, especially in the current era where there is talk of local extinction due to population decline, the direction in which the ‘region’ should move, and the social role that museums should take.
27
Ono, Yuichi, Marlene Murray, Makoto Sakamoto, Hiroshi Sato, Pornthum Thumwimol, Vipakorn Thumwimol, and Ratchaneekorn Thongthip. "The Role of Museums in Telling Live Lessons." Journal of Disaster Research 16, no. 2 (February 1, 2021): 135–40. http://dx.doi.org/10.20965/jdr.2021.p0135.
Full textAbstract:
This paper summarizes a discussion of the role of disaster-related museums in passing down memories and lessons-learned to future generations through storytelling. The 135-minute discussion was held as a breakout session entitled “The Role of Museums in Telling Live Lessons” during the 2020 International Forum on Telling Live Lessons from Disasters in Kobe, Japan. On 25 January 2020, representatives of five museums (one still under construction) engaged in disaster storytelling activities. They discussed various issues, including how to engage local communities and improve the relationship between storytelling and sustainable museum management. The participating museums were the Pacific Tsunami Museum in Hawaii, U.S.A., the Disaster Reduction and Human Renovation Institution (DRI) in Kobe, Japan, the Museum of the Mount Bandai Eruption in Fukushima, Japan, the International Tsunami Museum in Khaolak, Thailand, and the Ban Namkhem Memorial and Museum in Thailand (under construction). Museums are important venues that develop and continue disaster storytelling. All the participating museums digitally archive images, which creates the permanent inheritance of collective memory. All the museums focus on children. On the other hand, human and economic resources are required for museums to carry out their activities. The need for a museum network engaged in disaster storytelling is also discussed.
28
Wang, Rui, and Qian Lu. "Discussion on Museum Public Services and Management Innovation." Advances in Humanities Research 6, no. 1 (May 28, 2024): 9–12. http://dx.doi.org/10.54254/2753-7080/6/2024053.
Full textAbstract:
This paper delves into the importance of public services and management innovation in museums and their specific implementation strategies. Through a comprehensive analysis of the main challenges currently faced by museums in services and management, the paper cites a range of successful cases both domestically and internationally. It proposes innovative management strategies from five key aspects: technological application, audience participation, enhancement of educational functions, cross-sector cooperation, and sustainable development. The research indicates that adopting modern information technology, enhancing audience interaction, enriching educational content, and implementing cross-disciplinary cooperation can not only significantly improve the quality of museum services but also effectively enhance their management efficiency. This, in turn, better meets the public's cultural needs and promotes the sustainable development of museums.
29
Konsa, Kurmo, and Kaie Jeeser. "Muuseumid ja pärand: inimesekeskse pärandihalduse poole." Eesti Rahva Muuseumi aastaraamat 62, no. 1 (December 20, 2019): 145–64. http://dx.doi.org/10.33302/ermar-2019-006.
Full textAbstract:
Museums are memory institutions. They serve to collect, study, preserve and mediate to the public culturally valuable objects related to human beings and their living environment. They bolster the formation of social, communal and family identities; they function as public memory institutions, supporting education and scientific research and, of course, museums provide entertainment and recreation. In this article, we look at museums from the perspective of heritage studies, and for our analysis, we use the following three dimensions: heritage objects, levels of society and processes of heritage management. Our objective is to present a conceptual framework which would highlight more clearly the connections between heritage and museums and which would lay a foundation for interlinking some theoretical concepts from heritage studies and museology and help to improve practical heritage management. Museums and heritage are closely, if not inextricably, linked. A museum’s connection with heritage has always been one of the important features that defines it. At the same time, the relationships between various heritage institutions and their links with broader heritage paradigms have not been sufficiently researched. Since the second half of the 20th century, the number of objects and phenomena considered to be heritage has dramatically increased. Museums endeavor to keep pace with these changes, and thus more new museums are being established and the range of collection items is expanding. For a long time, discussions of museums encompassed only national-level museums. This is due to the fact that national museums are the oldest of such institutions to have emerged, and on the other hand, it is museums at the national level that have attained the most influential position in the heritage landscape. At the same time museologists have paid rather scant attention to museum institutions at other levels. Private museums and personal collections have not received sufficient museological consideration even though they form a significant amount of social heritage and are the most natural to people, and often the most important for them too. Likewise, community and local government memory institutions have only recently become of interest to museology, which is also the case even in the context of world heritage. All activities connected to heritage may be summed up with the term ’heritage management’. Heritage management incorporates principles and practices connected to the identification, preservation, documentation, interpretation and presentation of objects of historical, natural, scientific or other interest. The processes of heritage management can be grouped according to their focus: object-based, value-based and people-centered. These approaches do not follow a specific chronological order and are not necessarily exclusive of one another. Although they come in a certain chronological sequence, all the approaches are currently used depending on the context and purpose of the inquiry. These approaches reflect an increasingly more comprehensive and integrated treatment of heritage management. People-centered heritage management is a dynamic social process which necessarily includes diverse perspectives on the value of the heritage. Museums have made much better progress in producing multi-perspective views than heritage conservation has by comparison. One of the reasons is that the museum field is not as rigidly defined by law or regulated by bureaucracy as heritage conservation is. Heritage management consists of a continuous re-creation of the heritage, and here again, museums are the places where such re-creations characteristically occur. It is in museums that we continually place objects in new contexts and examine how that impacts people. Each exhibition is a new interpretation of the object, offering a treatment of it from a novel perspective. In fact the exact same process takes place with regard to all other heritage objects and phenomena, but perhaps within less controllable and observable contexts. A key issue for heritage management is the introduction of sustainable and more inclusive management methods. Museological theory and museum practice offer several examples here. People must be involved in the management of heritage at each stage, starting from the definition of what it precisely is and ending with its interpretation. It is important to develop and implement relevant practices. The idea of a participatory museum has made significant gains in this direction. People-centered heritage management entails, above all, the creation of future-oriented values and meanings. In a sense, the perspective must shift from the past to the future. Heritage is not a thing of the past, but of the future. It is a social and cultural resource that forms the basis for our plans for the future. We believe that this is the primary function of the heritage. Heritage management is the reinterpretation of contemporary social and cultural realities by using interpretations of the past selected for this purpose. Its objective is to change the present into a desirable future. Here it is important to take into account different types of heritage as well as different levels of society. Heritage stories must be like a symphony that incorporates all the participants from all of the different levels of society.
30
de Rosset, Tomasz F. "MIECZYSŁAW TRETER, CONTEMPORARY MUSEUMS." Muzealnictwo 60 (July 9, 2019): 103–7. http://dx.doi.org/10.5604/01.3001.0013.2802.
Full textAbstract:
In 2019, the National Institute for Museums and Public Collections in cooperation with the Państwowy Instytut Wydawniczy published the 1917 book by Mieczysław Treter titled Contemporary Museums as the first volume in the Monuments of Polish Museology Series. The study consists of two parts originally released in ‘Muzeum Polskie’ published by Treter in Kiev; it was an ephemeral periodical associated with the Society for the Protection of Monuments of the Past, active predominantly in the Kingdom of Poland, but also boasting numerous branches in Polish communities throughout Russia. The Author opens the first part of a theoretical format with a synthesized presentation of the genesis of the museum institution (also on the territory of the Polish-Lithuanian Commonwealth), to later follow to its analysis in view of its collecting and displaying character, classification according to the typical factual areas it covers, chronology, and territory (general natural history museums, general history ones, technological ones, ethnographic ones, historical-social ones, historical-artistic ones); moreover, he tackles questions like a museum exhibition, management, a museum building. In Treter’s view the museum’s mission is not to provide simple entertainment, neither is it to create autonomous beauty (realm of art), but it is of a strictly scientific character, meant to serve science and its promotion, though through this museums become elitist: by serving mainly science, they cannot provide entertainment and excitement to every amateur, neither are they, as such, works of art to which purely aesthetical criteria could be applied. The second part of Treter’s study is an extensive outline of the situation of Polish museums on the eve of WWI, in a way overshadowed by the first congress of Polish museologists, and in the perspective of the ‘museum world’ of the Second Polish Republic. It is an outline for the monograph on Polish museums, a kind of a report on their condition as in 1914 with some references to later years. Through this it becomes as if a closure of the first period of their history, which the Author, when involved in writing his study, could obviously only instinctively anticipate.
31
Plaček, Michal, Milan Půček, František Ochrana, Milan Křápek, and Ondřej H. Matyáš. "Risk Management for Cultural Organizations.The Example of Agricultural Museums in the Czech Republic." Cultural Management: Science and Education 3, no. 2 (December 16, 2019): 111–22. http://dx.doi.org/10.30819/cmse.3-2.07.
Full textAbstract:
This paper deals with the analysis of risks which threaten the future sustainability and operations of agricultural museums in the Czech Republic. In the section on methodology, an applicable risk model has been proposed regarding the condition of museums in the Czech Republic. Using this model, the directors of agricultural museums can assess the most significant risks which may jeopardize the sustainability of museum operations over a three-year period. The greatest risks, according to museum directors, are a lack money for investment, the inability to retain high-quality staff, and issues with technical support for exhibitions. Assessing the importance of risk is positively associated with previous experiences of a particular type of risk, whereas the association of the importance of risk with previous managerial practice is rather inconclusive.
32
Trabskaia, Iuliia, Iuliia Shuliateva, Rebecca Abushena, Valery Gordin, and Mariya Dedova. "City branding and museum souvenirs: towards improving the St. Petersburg city brand." Journal of Place Management and Development 12, no. 4 (October 14, 2019): 529–44. http://dx.doi.org/10.1108/jpmd-06-2017-0049.
Full textAbstract:
PurposeThe purpose of this paper is to identify ways to develop museum shop product, which will possess competitive advantage, and to recommend what should be done to develop such product so that it has a positive impact on the city brand of St. Petersburg.Design/methodology/approachIn total, 76 museums have been studied through the observation method to describe their shops’ inventory in terms of percentages of each product. Mostly St. Petersburg museums were included in the analysis. The observation method enabled the researchers to analyse the inventory of the museum souvenir shops. The findings of the analysis enabled the researchers to reach conclusions about museums’ strategies of product development.FindingsThe research allowed to make the conclusion that although the museum shops in St.Petersburg demonstrate positive tendencies in the development of competitive stores’ products a lot of work is still to be done. Not all museums are characterised by availability of clear strategy for product development. They offer souvenirs (if any) which do not differ from those existing on the market according to topics and functions which are characteristic for them. Recommendations on how to make the product of museum shops more competitive were proposed.Practical implicationsCities need new and fresh ways to create and promote their brands. Museums can contribute to this significantly with the help of souvenirs production. This research will provide insight into the process of how museums can do this by developing their shops’ inventory strategies. Recommendations to improve strategies for creation of competitive product were offered in the paper.Originality/valueIn today’s competitive conditions, museums are creating augmented products and create museum shops. Nevertheless, the role of museum shops in brand creation is underexplored. Museum shops have a high potential for creating high-quality products that may influence the museum and city brand in a positive way, as souvenirs and visual images of museum artifacts play an essential role in making an impression on tourists.
33
Choi, Byungjin, and Junic Kim. "Changes and Challenges in Museum Management after the COVID-19 Pandemic." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 2 (June 4, 2021): 148. http://dx.doi.org/10.3390/joitmc7020148.
Full textAbstract:
To investigate how museums will change after the coronavirus disease 2019 (COVID-19) pandemic, and to seek opinions on how well they can secure sustainable competitiveness, this study conducted 15 in-depth interviews using snowball sampling. The interviewees consisted of: an artists’ group, a museum-related group, and a users’ group. Our findings revealed that museums are working hard to gain competitiveness in the face of COVID-19, for which they changed their existing business models to a great extent. One of the most significant changes they introduced, was considering their users as internal, rather than external, stakeholders. For promoting museum products, encouraging users to participate makes them strong supporters who are more active across online platforms and engage and motivate new users, thereby configuring the network effects. The study concludes that this innovative trend will contribute to museums’ sustainable competitiveness during the pandemic as well as in the post-pandemic era.
34
Li, Min, and Hao Zeng. "Research on Management Innovation Methods of Museums under the Background of Experience Economy--Taking Jiangxi Provincial Museum as an Example." Journal of Industry and Engineering Management 1, no. 4 (December 2023): 18–34. http://dx.doi.org/10.62517/jiem.202303404.
Full textAbstract:
As people's material lives improve, they also have higher expectations for spiritual and cultural pursuits. It is supposed to enhance museums in providing public cultural services as significant public cultural venues. In the era of experience economy, it is crucial for museum cultural and creative workers to consider how to accurately position the development of museum cultural and creative products, and explore a cultural and creative development path that suits the museum's situation. This study analyzes the Jiangxi Provincial Museum using service design theory to promote innovative management strategies and enhance visitor experience. Additionally, it examines the current research on museum design strategies in the artificial intelligence environment and proposes specific processes for design sprint to be utilized in museum development.
35
Yoon, Byung-hwa, and Yeun-hee Kim. "Activation Plan for the Education of Coffee Museum: Focused on Waltz & Dr. Mahn Coffee Museum and Gangneung Coffee Museum." Association for International Tea Culture 28 (June 22, 2015): 1–24. http://dx.doi.org/10.21483/qwoaud.28..201506.127.
Full textAbstract:
The coffee is the most popularized food and it is not just for drinking but also tool for conversation and communication among people. Based on this recognition on the coffee, coffee museums are being established as lifelong education institutes and social education institutes with the theme of coffee. Currently, Waltz & Dr. Mahn Coffee Museum of Namyangju-si, Gyeonggi-do and Gangneung Coffee Museum of Gangneung-si, Gangwon-do are settled down as complex culture and arts center through various programs and education program in the regions.
This study, therefore, aims to suggest an activation plan for coffee museum by investigating the current state of these museums. Especially, I investigated a direction to develop the coffee culture in the museological aspect by focusing on the educational function.
In order to strengthen the education of coffee museum, first, the work should be done by hiring educational experts: commentator and teacher. Second, exhibition and education should be strengthened to increase professionalism, and connect the result of coffee culture research to the museum education. Third, coffee museum's programs should be connected with various festivals and coffee exhibition in the community to enlarge openness, and visiting coffee museum should be performed.
As this study was performed on the registered coffee museums only, broad studies that contain nonregistered museums and coffee culture facilities are needed in the future. However, I hope this study can be a little help as a reference for the current coffee museum.
36
Guo, Sifan, Xuesen Zheng, and Timothy Heath. "Research on the Design of Community Museums Based on the Fuzzy Comprehensive Evaluation Method." Sustainability 14, no. 17 (August 30, 2022): 10802. http://dx.doi.org/10.3390/su141710802.
Full textAbstract:
The new museum movement of the twentieth century has driven the development of the form and function of museums around the world. Museums began to be actively open to the public, and some new concepts of museums, such as eco-museums and community museums, emerged. The aim of these museums is to build a cultural bridge between people and the city and to promote the harmonious development of society, economy, and culture. The visitors, as the service targets of the museum, will directly influence the popularity of the museum among the masses by their evaluation of the museum experience; however, at present, there is a clear gap between the design of many museums and the feedback of subsequent visitors’ experiences. Only by understanding visitors’ feelings and preferences can subsequent museum design be improved; this paper will focus on demonstrating the application of the mathematical idea of the fuzzy comprehensive evaluation method to community museums; it establishes a community museum quality evaluation system based on human-centered design principles from the perspective of urban community museums and constructs a fuzzy comprehensive evaluation model of a community museum experience. Finally, the design of a community museum in Nottingham, UK, is used as an example to make a comprehensive evaluation of its quality. According to the analysis, the fuzzy comprehensive evaluation method has practical value in scientifically evaluating the quality of urban community museums through data on the visitor experience.
37
Wang, Yun-Ciao, Chin-Ling Chen, and Yong-Yuan Deng. "Museum-Authorization of Digital Rights: A Sustainable and Traceable Cultural Relics Exhibition Mechanism." Sustainability 13, no. 4 (February 14, 2021): 2046. http://dx.doi.org/10.3390/su13042046.
Full textAbstract:
The digital rights management of museums is a mechanism that protects digital content from being abused by controlling and managing its usage rights. Traditional museums attach importance to the collection, display, research, and education functions of “objects”. In response to natural or man-made disasters, people are often caught off guard, destroying material, intangible assets, and spiritual symbolism. Therefore, with the advancement of digital technology, this research is based on the mechanism of blockchain, through the authorization of cryptographic proxy re-encryption, and proposes a new method for the preservation and authorization of digital content in museums, which can effectively display, store, and promote “important cultural relics and digital archives”. In this research, the Elliptic Curve Digital Signature Algorithm (ECDSA), blockchain, and smart contracts are used to design a sustainable and traceable cultural relic exhibition mechanism. The proposed scheme achieves publicly verifiable, transparency, unforgeability, traceability, non-repudiation, standardization of stored data, timeliness, etc., goals. It is the museum’s preservation and innovation approach for the unpredictable future. Through appropriate preservation and management mechanisms, it has extremely important practical significance for the protection of museum collections, the inheritance of historical and cultural heritage, and the expansion of social education.
38
Vujić, Žarka. "Collection Management in 21st Century." Etnološka istraživanja, no. 26 (December 20, 2021): 7–26. http://dx.doi.org/10.32458/ei.26.6.
Full textAbstract:
This paper promotes a concept of a museum collection management and the related policy by which it is expressed. Collecting and deaccessioning (as essential activities of collections development), loans and accessibility - in international and Croatian museum practice - are also analyzed. In the end, the paper advocates the establishment of a national association of museums that could serve, together with other support points, a purpose of a professional gathering around topics on collection management.
39
Komova, O. S. "Conceptual basis of state policy in the sphere of museum affair." Вісник Київського національного лінгвістичного університету. Серія Історія, економіка, філософія, no. 28 (June 7, 2023): 73–82. http://dx.doi.org/10.32589/2412-9321.28.2023.280615.
Full textAbstract:
The purpose of the study is the analysis of the conceptual bases and directions of implementation of state policy in the museum sphere, as well as the definition of practical state management concepts in the sphere of museum affairs in Ukraine. The methodology is based on the use of problem-oriented approaches, which are based on the systematic and legal analysis of normative legal acts with the aim of improving state-management decisions as the main direction of the state’s regulatory activity. The following methods were used: interpretative-analytical, comparative-historical analysis, theoretical generalization, historical-comparative, historical-typological, historical-legal, statistical. Scientific novely. The article, based on the analysis of existing scientific works, defines the main directions of state policy in the museum sphere in general, and in the direction of preservation of monuments of material culture in particular. Prospects for improving state support for the educational activities of modern museums are also determined; attention is also focused on the positive experience of organizing cultural and educational activities of foreign museums in the context of preserving the cultural self-identification of society. Conclusions. It is emphasized that in order to ensure state management of socio-cultural processes in the context of museum development, Ukraine should focus on the implementation of innovative forms and methods of state management of the museum industry, which are based on world experience. The conceptual foundations of state policy in the field of museum affairs should be: analysis of the work of museum institutions with the determination of measures to improve their activities; development of measures to ensure the protection of monuments of museum funds; prevention of theft of historical and cultural values located in museums; replacement of security guards with technical ones; provision of financial resources for the creation of new exhibitions in museums; equipping museums with alarm systems and video surveillance; creation of a list of measures regarding the initiative of new expositions and exhibitions that will show the heroism of the defenders of the sovereignty of Ukraine.
40
Rex, Bethany. "Exploring Relations to Documents and Documentary Infrastructures: The Case of Museum Management After Austerity." Museum and Society 16, no. 2 (July 30, 2018): 187–200. http://dx.doi.org/10.29311/mas.v16i2.2781.
Full textAbstract:
Interaction with documents and documentary infrastructure is part of the day to day reality of museum work. However, their constitutive and mediatory role is rarely foregrounded in empirical studies of museums. In part, this is because a defined theoretical and methodological framework for such an investigation has yet to be developed. This article outlines what a conceptualisation of documents as more-than-text informed by actor-network theory offers to studies of museums, particularly the potential of this method for investigating how documentary infrastructures influence daily practice and inform notions of possible action amongst museum staff. The insight that institutional practices operate ‘on the field of possibilities’ is Foucault’s ([1982] 2000: 341). However, as I outline in this article, actor-network theory took up this insight and developed it, drawing out its methodological and analytical consequences. Empirical material exploring the influence of Arts Council England’s Accreditation Scheme on someone new to museum work, drawn from a study of community asset transfer, a process whereby people new to museum work become responsible for the operation and management of museums previously run by local authorities, is used to demonstrate the potential of this approach.
41
Dabamona, Jufri, and Samsudin Arifin Dabamona. "An exploration of participants’ views and experiences of cultural museums and their challenges." Gelar : Jurnal Seni Budaya 21, no. 2 (November 4, 2023): 141–51. http://dx.doi.org/10.33153/glr.v21i2.4686.
Full textAbstract:
Cultural museums have always been considered guardians of culture, promoting the core concepts of cultural preservation and conservation. This paper delves into the challenges faced by two cultural museums from various perspectives and examines the transformation of museums in supporting Papuan culture through values centered on conservation and preservation, as gleaned from the experiences and views of the participants. This study is qualitative research that employs an interpretive strategy, with participants including museum personnel, cultural agencies in Papua Province, academics, and teachers from Cenderawasih University. Data were collected through in-depth interviews, field observations, and literature studies. The study identified three themes: (1) Collection and space management, (2) Museum image, and (3) Capacity building and moral responsibility of human resources. To enhance cultural services, the study suggests that museums in Papua need to focus on strengthening collection management, enhancing visitor convenience, and providing increased staff support in the cultural field.
42
Li, Zhao, Shujin Shu, Jun Shao, Elizabeth Booth, and Alastair M. Morrison. "Innovative or Not? The Effects of Consumer Perceived Value on Purchase Intentions for the Palace Museum’s Cultural and Creative Products." Sustainability 13, no. 4 (February 23, 2021): 2412. http://dx.doi.org/10.3390/su13042412.
Full textAbstract:
A museum’s core activities traditionally focus on such areas as collections’ care, exhibitions and scholarship. Income generation, including retail activities, is considered secondary. Academic research into museums’ merchandise, especially into the perceived value and purchase intentions, is limited. Drawing on literature embracing both core museum functions and marketing, this research, based on the Palace Museum in Beijing, China, explores the impact of the perceived value of a museum’s cultural and creative products on purchase intentions. Combining the results of in-depth interviews with museum visitors and experts, this study defines a construct composed of six perceived value dimensions, namely quality, social, price, innovation, educational, and experience values. A relationship model of perceived value and purchase intentions is proposed. Some 346 valid survey responses were obtained by distributing a questionnaire online and on-site at the Palace Museum, and hypotheses were tested by structural equation modelling. Results showed that innovation and experience values have a significant positive effect on purchase intentions, while quality, social, price, and educational values had no significant influence on purchase intentions. This research outlines feasible strategies and actions for the development of cultural and creative products at museums that have a strong tourism role.
43
Sigfúsdóttir, Ólöf Gerður. "The state of research among Icelandic museums." Nordisk Museologi 32, no. 2-3 (March 23, 2022): 81. http://dx.doi.org/10.5617/nm.9610.
Full textAbstract:
Museums are faced with complex challenges when seeking to fulfil their role as research institutions, whether at the organisational or the conceptual level. These challenges are particularly prominent in the Icelandic museum sector, where research remains obscure, undefined and unregulated. Based on findings from a survey conducted among accredited museums in Iceland, this article illustrates the state of research among Icelandic museums. Inquiring about institutional approach, management and capacity for research, the survey shows how Icelandic museums struggle with scarcity of time, funding and human resources, a picture well known throughout the international museum domain. Furthermore, the article reveals how discrepancies between formal research requirements on the one hand and the lack of criteria on the other create further ramifications for the development of research in Icelandic museums. This, in turn, leaves museums with mixed messages on how to embed research in their agendas and how to account for it.
44
Safriana, L., Nurhayati, Widiyani, and D. Suharjito. "Distributing and Mapping Museums Effective Routes: A Particle Swarm Optimization Approach (Bandung Municipality Case)." IOP Conference Series: Earth and Environmental Science 1359, no. 1 (June 1, 2024): 012081. http://dx.doi.org/10.1088/1755-1315/1359/1/012081.
Full textAbstract:
Abstract Bandung Municipality, located in West Java Province from Indonesia country, is a historic city known for being a centre of creativity and for its many old buildings. The entity came into being on September 25, 1810, and has a lengthy historical background, cultural assets, and notable architectural structures. Bandung Municipality has emerged as a prominent urban centre in the West Java area. According to the official 2021 release from the Bandung Municipality Government, twenty-one functioning museums are registered and located around the city. Given its substantial magnitude, museum tourism has significant potential for development. It can serve as a city’s distinctive identity, influencing many sectors such as the economy, society, tourism and environment. Every museum has its dynamics, varying attributes, and management approaches. A museum’s existence may significantly enhance and stimulate urban tourism growth in Bandung Municipality, a city renowned for its innovative enterprises. Hence, to maximize this potential, a thorough study is essential to accurately depict the possible existence of these 21 museums within urban tourism (based on the official Bandung Municipality government released 2021). In this research, urban tourism focuses on travelling and finding effective museum routes, which impacts cost saving, carbon reduction, and arranging an itinerary journey for travel tour operators. Effective route planning is crucial for traveling between 21 museums in various areas. One method to enhance the best efficiency travel routes with an algorithm based on the Particle Swarm Optimization (PSO) methodology. It Utilizes and improves the most efficient routes, decreases carbon emissions, and cuts down on travel expenses. Ultimately, it provides more financial benefits for tourists, tour operators, museum management, and the citizens of Bandung Municipality.
45
Patterson, Jordan. "Insufficient Understanding of User Benefits Impedes Open Data Initiatives at Museums." Evidence Based Library and Information Practice 18, no. 3 (September 24, 2023): 69–71. http://dx.doi.org/10.18438/eblip30372.
Full textAbstract:
A Review of: Booth, P., Navarrete, T., & Ogundipe, A. (2022). Museum open data ecosystems: A comparative study. Journal of Documentation 78(4), 761-779. https://doi.org/10.1108/JD-05-2021-0102 Objective – Using Nardi and O’Day’s (1999) definition of ecosystem as “a system of people, practices, values, and technologies in a particular local environment,” to understand how art museums form their policy to interact with and respond to the various open data (OD) ecosystems in which they operate. Design – Multiple case study consisting of interviews and subsequent qualitative analysis, as well as document analysis. Setting – European art museum OD ecosystems. Subjects – Subjects included 7 management staff members at 3 separate mid-size, art-based museums located in Norway, the Netherlands, and Spain; an unspecified number of representatives from a cultural-policy agency in each of those countries; an unspecified number of government, museum, and research documents from within each museum’s OD ecosystem. Methods – The researchers identified 3 museums with OD initiatives and conducted in-depth interviews with relevant staff members at each institution. The researchers also interviewed representatives from relevant national OD policy-related agencies. The researchers coded their data and developed a list of five key OD “ecosystem components,” which they used to analyze the 3 specific museum ecosystems under consideration. Main Results – Open data initiatives at cultural heritage institutions are subject to a number of internal and external pressures. Museums are typically responsive to their environments, and top-down policy requirements appear to be an effective means of advancing open data initiatives. Nevertheless, the value proposition of open data appears to be insufficiently understood by museum staff and other stakeholders. As a result, museums participate in OD initiatives even when the benefit remains undemonstrated and the use of OD—how and by whom—remains unclear. Conclusion – The needs and wants of OD end-users remain ill-defined and poorly understood. As a result, museums expend resources and effort to supply OD, while remaining uncertain about the return on their investment. Attention to users could result in “more robust information flows between ecosystem components.”
46
Pluszyńska, Anna. "Copyright for Museum Collections." Perspektywy Kultury 42, no. 3 (August 10, 2023): 517–34. http://dx.doi.org/10.35765/pk.2023.4203.30.
Full textAbstract:
This article investigates whether museums are shifting from having users respect the copyright to their collections towards becoming intellectual property managers. Based on interviews and surveys, I answer additional research questions: What is the awareness of the importance of copyright to museum collections? Do museums create copyright management policies? What difficulties do they face when acquiring copyright to collections? I study this issue using the example of Polish public museums. The research shows that despite the importance of copyright, museums in Poland do not undertake any actions to manage this area. The difficulties in implementing strategic solutions include shortages in human resources (and the related lack of time and competence) and indecisive management.
47
Chung, Yun Shun Susie. "Thinking outside the Museum Box: Heritage Management of a “Laboratory Ecomuseum,” Fermi National Accelerator Laboratory." Collections: A Journal for Museum and Archives Professionals 3, no. 3 (September 2007): 223–42. http://dx.doi.org/10.1177/155019060700300303.
Full textAbstract:
Museums and Heritage Management are two fields that focus on the governing institution's sustainable administration, preservation, research, and communication of heritage. Museums, however, have the tendency to turn to the level of discussion on acclimatized institutions. Heritage management encompasses the “white cube” museum institution, but incorporates all levels of institutions that conduct the functions of administration, preservation, research, and communication of heritage. Ecomuseums are one kind of institution that is a non-traditional type of museum institution. This kind of museum is also more inclusive in community involvement. In order to “think outside the museum box,” museum discussions should be more comprehensive of different kinds of heritage institutions that perform those functions. This paper examines a different kind of heritage institution as a case study laboratory ecomuseum, the Fermi National Accelerator Laboratory.
48
Novakovic, Jelena. "The Role of Museums in a Digital World – Attracting Youth and Overcoming COVID19 Obstacles." Cultural Management: Science and Education 5, no. 1 (July 15, 2021): 59–68. http://dx.doi.org/10.30819/cmse.5-1.04.
Full textAbstract:
In the world of digital technology, overwhelmed with information and content, digitalization is often perceived as a process of alienation. This article will challenge that perception and demonstrate that digital museums actually present a unique opportunity to develop interest in art and attracting people not only to art in general but to on-site cultural institutions as well. Digital museums can, among other roles, assume the role of interpreting cultural heritage, but are also the best way to attract a young au-dience to art. This article examines the opportunities provided by digital technology for museums in terms of communication and dissemination of knowledge. The particular emphasis will be on the use of digital collections as well as on connecting and interacting with the public, particularly with a young au-dience. If there was any doubt about the importance and influence of digital museums, the COVID-19 pandemic was a final proof that digital museums have a much greater value than is generally admitted, and that they have become an indispensable part of the overall museum experience in all museums that have been able to develop them as a part of overall museum strategy.
49
Komarac, Tanja, Durdana Ozretic-Dosen, and Vatroslav Skare. "Understanding competition and service offer in museum marketing." Academia Revista Latinoamericana de Administración 30, no. 2 (June 5, 2017): 215–30. http://dx.doi.org/10.1108/arla-07-2015-0159.
Full textAbstract:
Purpose The purpose of this paper is to explore the current role of competition as one of the neglected aspects of museum marketing management. It also aims to discover whether museum professionals consider museums to be market immune and to find out what they think about the role of competition in creating and managing their existing and new services. Design/methodology/approach The theoretical part of the paper is based on a review of the literature from the multidisciplinary field of arts and museum marketing management. The exploratory qualitative research included 17 museum professionals and was carried out in 17 museums in one EU emerging market country. Findings Museum professionals are not aware of the competition, or they tend to ignore its existence. They consider the preservation of objects (exhibits) to be equally or even more important than providing services. However, additional services become important. Although some museum professionals try to engage visitors in the active creation of museum experience, most are still conservative in such terms. Research limitations The primary research limitations are related to intentional, convenience sample and the perspective of one employee (marketing manager or museums’ director). Originality/value Research findings provide valuable insights for both marketing academics and professionals engaged in the museum marketing management field. The contribution of the paper is also contextual as it helps to bridge the gap existing in museum marketing management research in the context of the emerging markets.
50
Juairiah, Juairiah. "Manajemen koleksi museum dan problematika pengelolaannya di Kalimantan Selatan pada era new normal." Berkala Ilmu Perpustakaan dan Informasi 18, no. 2 (December 1, 2022): 204–18. http://dx.doi.org/10.22146/bip.v18i2.4290.
Full textAbstract:
Introduction. Museum collection management is interesting to discuss because it is one of the main activities in museum management as an information institution with problems, especially in the new normal era of famous museums in South Kalimantan (Lambung Mangkurat Museum, Wasaka Museum, and Sultan Suriansyah Museum).
Research methods. This study uses a qualitative method by applying data collection techniques are: interviews, observations, and documents.
Data Analysis. The data analysis process includes data reduction, data presentation, and conclusions/verification.
Results and Discussion. In the new normal era, the Lambung Mangkurat Museum and Wasaka Museum have implemented the concept of museum collection management. In contrast, the Sultan Suriansyah Museum has not properly implemented the collection management concept. There were various problems in the management of museum collections and the solutions sought by each museum.
Conclusions and Suggestions. Lambung Mangkurat Museum, Wasaka Museum, and the Sultan Suriansyah Museum continue to manage museum collections in the new normal era according to their capacity. Therefore, it is recommended that the government pay more attention to coaching and competency development for museum collection managers and the need for an e-catalog system in all museums.