Araştırma Makalesi
BibTex RIS Kaynak Göster

Vitality of Strategic Museum Management: An Application from Turkish Museums

Yıl 2022, Cilt: 6 Sayı: 1, 1891 - 1905, 31.01.2022
https://doi.org/10.29023/alanyaakademik.1035175

Öz

Collecting, protecting and presenting a diverse range of objects can be considered as one of the main purposes of the museums. Similar to many other non-profit organizations, management aspect of museums is often ignored or overlooked up until the beginning of 21st century. However, with the innovative managerial practices, impact of globalization and inter-connected entertainment sector forced the museums to integrate strategic management practices into their operations. Within this context, study aims to discover the managerial perspective of the visited-oriented museums in Turkey and explore whether they are embracing or employing strategic management principles or not. To achieve this aim, 12 semi-structured in-depth interviews were conducted with the museum managers. Results highlights the contemporary administrative structures of Turkish museums which yields valuable information. Numerous managerial implications and future recommendations are provided for the effective management of museums.

Kaynakça

  • Ambrose, T., and S. Runyard (1991). Forward planning, a handbook of business, corporate and development planning for museums and galleries. London: Museums and Galleries Commission and Routledge
  • Ayala, I., Cuenca-Amigo, M., & Cuenca, J. (2020). Examining the state of the art of audience development in museums and heritage organisations: a Systematic Literature review. Museum Management and Curatorship, 35(3), 306-327. DOI: 10.1080/09647775.2019.1698312
  • Bira, M., & Zbuchea, A. (2019). The Networking Strategies of the Romanian Museums. Strategica. Upscaling Digital Transformation in Business and Economy, 618-624
  • Camarero-Izquierdo, C., Garrido-Samaniego, M. J., & Silva-García, R. (2009). Generating emotions through cultural activities in museums. International Review on Public and Nonprofit Marketing, 6(2), 151-165.
  • Cho, Hyojung. 2020. "Marketing Approach for Community Engagement: Lessons from Adults-only Museum Program Development." The International Journal of the Inclusive Museum 13 (2): 43-55. doi:10.18848/1835-2014/CGP/v13i02/43-55.
  • Clark,W. (2012).Introducing Strategic Thinking into a Non-profit Organization to Develop Alternative Income Streams. Journal of Practical Consulting, 4:1, 32-42.
  • Coblence, E., & Sabatier, V. (2014). Articulating Growth and Cultural Innovation in Art Museums: The Louvre's Business Model Revision. International Studies of Management & Organization, 44(4), 9-25. DOI: 10.2753/IMO0020-8825440401
  • David, F.R. and David, F.R. (2015) Strategic Management: Concept and Cases, 15th Edition, Pearson: Global Edition
  • Ferrer-Yulfo, A. (2020). Intangible Cultural Heritage museums: Further considerations for a new museum definition. ICOFOM Study Series, (48-2), 95-106. DOI: 10.4000/iss.2426
  • Gilmore, A. and Rentschler,R. (2002). Changes in museum management. Journal of Management Development, 21:10, 745 – 760
  • Griffin, D., & Abraham, M. (2000). The effective management of museums: Cohesive leadership and visitor-focused public programming. Museum Management and Curatorship, 18(4), 335-368.
  • Hatten, M. L. (1982). Strategic management in not‐for‐profit organizations. Strategic Management Journal, 3(2), 89-104.
  • Holmes, K., & Hatton, A. (2008). The low status of management within the UK museums sector. Museum Management and Curatorship, 23(2), 111-117.
  • Horovitz, J. (1984), "New perspectıves on strategıc management", Journal of Business Strategy, Vol. 4 No. 3, pp. 19-33.
  • Ioanna, G., & George, T. (2019). Visitor-oriented strategic museum management for small regional museums. The Greek case of the Ethnological Museum of Thrace. Journal of Regional & Socio-Economic Issues, 9(1).
  • Izquierdo, C. C., & Samaniego, M. J. G. (2011). Strengthening members' relationships through cultural activities in museums. Journal of Leisure Research, 43(4), 560-588.
  • Kawashima, N. (1998). Knowing the Public. A Review of Museum Marketing Literature and Research . Museum Management and Curatorship, 17:1, 21-39
  • Kong, E. (2008).The development of strategic management in the non-profit context: Intellectual capital in social service non-profit organizations. International Journal of Management Reviews, 10:3, 281–299
  • Kotler, P. (1977). Marketing for non-profit organizations, Englewood Cliffs, NJ, 1975.
  • Kotler, N. and 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. DOI: 10.1080/09647770000301803
  • Kovach, C. (1989). Strategic management for museums. Museum Management and Curatorship, 8(2), 137-148.
  • Najda-Janoszka, M., & Sawczuk, M. (2018). Museums as a research object in the strategic management field. Busıness And Non-Profıt Organızatıons Facıng Increased Competıtıon and Growıng Customers’demands, 51-68 edited by Anna Ujwary-Gil, Adam Nalepka, Poland.
  • Oster, S. M. (1995). Strategic management for nonprofit organizations: Theory and cases. Oxford University Press.
  • Overman, S. (2021). Aligning accountability arrangements for ambiguous goals: the case of museums. Public Management Review, 23(8), 1139-1159.
  • Papoulias, E., & Zounis, T. P. (2020). Strategic Management and Art Museums: The Case Study of the Historical Museum of the University of Athens. In Strategic Innovative Marketing and Tourism (pp. 889-897). Springer, Cham
  • Peacock, D. (2008). Making ways for change: Museums, disruptive technologies and organisational change. Museum Management and Curatorship, 23(4), 333-351. DOI: 10.1080/09647770802517324
  • Pica, Valeria. 2014. "The Museum Experience: Education and Meaning Making in the Italian Museum." The International Journal of the Inclusive Museum 6 (2): 141-151. doi:10.18848/1835-2014/CGP/v06i02/58332.
  • Pirnar, I., & Kurtural, S. (2017). The museums role in city branding and mega museum project for Izmir. Uluslararası İktisadi ve İdari İncelemeler Dergisi, 491-502.
  • Plaček, M., Půček, M. J., & Šilhánková, V. (2017). New trends in the strategic management of museums in the Czech Republic. Museum Management and Curatorship, 32(4), 302-318.
  • Plaza, B., & Haarich, S. N. (2015). The Guggenheim Museum Bilbao: Between regional embeddedness and global networking. European Planning Studies, 23(8), 1456-1475.
  • Reussner, E.M. (2003).Strategic Management for Visitor-Oriented Museums.The International Journal of Cultural Policy, 9:1, 95–108
  • Sandell, R. and Janes, R.R. (2007). Museum Management and Marketing, Routledge: London and New York
  • Sassi, M., Pihlak, Ü., & Haldma, T. (2017). Factors affecting strategic management attitudes and practices in creative industries organisations. Journal of Cultural Management and Policy, 7, 71.
  • Scott, C. (2010). Museums, the public, and public value. Journal of Museum Education, 35(1), 33-42. https://doi.org/10.1080/10598650.2010.11510648
  • Vasylenko, D., Butko, L., Maslak, V., & Domitrak, Y. (2020). The Role of Innovative Management Facilities in Museums Activities. Socio-Cultural Management Journal, 3(2), 107-121.
  • Zorloni, A. (2010). Managing performance indicators in visual art museums. Museum management and curatorship, 25(2), 167-180. DOI:10.1080/09647771003737273.
  • Zorloni, A (2012). Designing a Strategic Framework to Assess Museum Activities. International Journal of Art Management, 14:2, 31-47

Vitality of Strategic Museum Management: An Application from Turkish Museums

Yıl 2022, Cilt: 6 Sayı: 1, 1891 - 1905, 31.01.2022
https://doi.org/10.29023/alanyaakademik.1035175

Öz

Collecting, protecting and presenting a diverse range of objects can be considered as one of the main purposes of the museums. Similar to many other non-profit organizations, management aspect of museums is often ignored or overlooked up until the beginning of 21st century. However, with the innovative managerial practices, impact of globalization and inter-connected entertainment sector forced the museums to integrate strategic management practices into their operations. Within this context, study aims to discover the managerial perspective of the visited-oriented museums in Turkey and explore whether they are embracing or employing strategic management principles or not. To achieve this aim, 12 semi-structured in-depth interviews were conducted with the museum managers. Results highlights the contemporary administrative structures of Turkish museums which yields valuable information. Numerous managerial implications and future recommendations are provided for the effective management of museums.

Kaynakça

  • Ambrose, T., and S. Runyard (1991). Forward planning, a handbook of business, corporate and development planning for museums and galleries. London: Museums and Galleries Commission and Routledge
  • Ayala, I., Cuenca-Amigo, M., & Cuenca, J. (2020). Examining the state of the art of audience development in museums and heritage organisations: a Systematic Literature review. Museum Management and Curatorship, 35(3), 306-327. DOI: 10.1080/09647775.2019.1698312
  • Bira, M., & Zbuchea, A. (2019). The Networking Strategies of the Romanian Museums. Strategica. Upscaling Digital Transformation in Business and Economy, 618-624
  • Camarero-Izquierdo, C., Garrido-Samaniego, M. J., & Silva-García, R. (2009). Generating emotions through cultural activities in museums. International Review on Public and Nonprofit Marketing, 6(2), 151-165.
  • Cho, Hyojung. 2020. "Marketing Approach for Community Engagement: Lessons from Adults-only Museum Program Development." The International Journal of the Inclusive Museum 13 (2): 43-55. doi:10.18848/1835-2014/CGP/v13i02/43-55.
  • Clark,W. (2012).Introducing Strategic Thinking into a Non-profit Organization to Develop Alternative Income Streams. Journal of Practical Consulting, 4:1, 32-42.
  • Coblence, E., & Sabatier, V. (2014). Articulating Growth and Cultural Innovation in Art Museums: The Louvre's Business Model Revision. International Studies of Management & Organization, 44(4), 9-25. DOI: 10.2753/IMO0020-8825440401
  • David, F.R. and David, F.R. (2015) Strategic Management: Concept and Cases, 15th Edition, Pearson: Global Edition
  • Ferrer-Yulfo, A. (2020). Intangible Cultural Heritage museums: Further considerations for a new museum definition. ICOFOM Study Series, (48-2), 95-106. DOI: 10.4000/iss.2426
  • Gilmore, A. and Rentschler,R. (2002). Changes in museum management. Journal of Management Development, 21:10, 745 – 760
  • Griffin, D., & Abraham, M. (2000). The effective management of museums: Cohesive leadership and visitor-focused public programming. Museum Management and Curatorship, 18(4), 335-368.
  • Hatten, M. L. (1982). Strategic management in not‐for‐profit organizations. Strategic Management Journal, 3(2), 89-104.
  • Holmes, K., & Hatton, A. (2008). The low status of management within the UK museums sector. Museum Management and Curatorship, 23(2), 111-117.
  • Horovitz, J. (1984), "New perspectıves on strategıc management", Journal of Business Strategy, Vol. 4 No. 3, pp. 19-33.
  • Ioanna, G., & George, T. (2019). Visitor-oriented strategic museum management for small regional museums. The Greek case of the Ethnological Museum of Thrace. Journal of Regional & Socio-Economic Issues, 9(1).
  • Izquierdo, C. C., & Samaniego, M. J. G. (2011). Strengthening members' relationships through cultural activities in museums. Journal of Leisure Research, 43(4), 560-588.
  • Kawashima, N. (1998). Knowing the Public. A Review of Museum Marketing Literature and Research . Museum Management and Curatorship, 17:1, 21-39
  • Kong, E. (2008).The development of strategic management in the non-profit context: Intellectual capital in social service non-profit organizations. International Journal of Management Reviews, 10:3, 281–299
  • Kotler, P. (1977). Marketing for non-profit organizations, Englewood Cliffs, NJ, 1975.
  • Kotler, N. and 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. DOI: 10.1080/09647770000301803
  • Kovach, C. (1989). Strategic management for museums. Museum Management and Curatorship, 8(2), 137-148.
  • Najda-Janoszka, M., & Sawczuk, M. (2018). Museums as a research object in the strategic management field. Busıness And Non-Profıt Organızatıons Facıng Increased Competıtıon and Growıng Customers’demands, 51-68 edited by Anna Ujwary-Gil, Adam Nalepka, Poland.
  • Oster, S. M. (1995). Strategic management for nonprofit organizations: Theory and cases. Oxford University Press.
  • Overman, S. (2021). Aligning accountability arrangements for ambiguous goals: the case of museums. Public Management Review, 23(8), 1139-1159.
  • Papoulias, E., & Zounis, T. P. (2020). Strategic Management and Art Museums: The Case Study of the Historical Museum of the University of Athens. In Strategic Innovative Marketing and Tourism (pp. 889-897). Springer, Cham
  • Peacock, D. (2008). Making ways for change: Museums, disruptive technologies and organisational change. Museum Management and Curatorship, 23(4), 333-351. DOI: 10.1080/09647770802517324
  • Pica, Valeria. 2014. "The Museum Experience: Education and Meaning Making in the Italian Museum." The International Journal of the Inclusive Museum 6 (2): 141-151. doi:10.18848/1835-2014/CGP/v06i02/58332.
  • Pirnar, I., & Kurtural, S. (2017). The museums role in city branding and mega museum project for Izmir. Uluslararası İktisadi ve İdari İncelemeler Dergisi, 491-502.
  • Plaček, M., Půček, M. J., & Šilhánková, V. (2017). New trends in the strategic management of museums in the Czech Republic. Museum Management and Curatorship, 32(4), 302-318.
  • Plaza, B., & Haarich, S. N. (2015). The Guggenheim Museum Bilbao: Between regional embeddedness and global networking. European Planning Studies, 23(8), 1456-1475.
  • Reussner, E.M. (2003).Strategic Management for Visitor-Oriented Museums.The International Journal of Cultural Policy, 9:1, 95–108
  • Sandell, R. and Janes, R.R. (2007). Museum Management and Marketing, Routledge: London and New York
  • Sassi, M., Pihlak, Ü., & Haldma, T. (2017). Factors affecting strategic management attitudes and practices in creative industries organisations. Journal of Cultural Management and Policy, 7, 71.
  • Scott, C. (2010). Museums, the public, and public value. Journal of Museum Education, 35(1), 33-42. https://doi.org/10.1080/10598650.2010.11510648
  • Vasylenko, D., Butko, L., Maslak, V., & Domitrak, Y. (2020). The Role of Innovative Management Facilities in Museums Activities. Socio-Cultural Management Journal, 3(2), 107-121.
  • Zorloni, A. (2010). Managing performance indicators in visual art museums. Museum management and curatorship, 25(2), 167-180. DOI:10.1080/09647771003737273.
  • Zorloni, A (2012). Designing a Strategic Framework to Assess Museum Activities. International Journal of Art Management, 14:2, 31-47
Toplam 37 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Konular Yöneylem
Bölüm Makaleler
Yazarlar

Nesrin Ada 0000-0003-2332-7359

İge Pırnar 0000-0002-8068-1736

Hüseyin Ozan Altın 0000-0002-9000-2944

Yayımlanma Tarihi 31 Ocak 2022
Kabul Tarihi 10 Ocak 2022
Yayımlandığı Sayı Yıl 2022 Cilt: 6 Sayı: 1

Kaynak Göster

APA Ada, N., Pırnar, İ., & Altın, H. O. (2022). Vitality of Strategic Museum Management: An Application from Turkish Museums. Alanya Akademik Bakış, 6(1), 1891-1905. https://doi.org/10.29023/alanyaakademik.1035175