Given the threat of natural disasters to Cultural Heritage, this paper aims to analyze the diffusion of insurance contracts among Italian Cathedrals. As effective countermeasure against catastrophes, this risk management strategy is evaluated with the aim to contribute to the scientific debate on finding out how to protect Cultural Heritage.Continue reading “CULTURAL HERITAGE AND NATURAL DISASTERS: THE INSURANCE CHOICE OF THE ITALIAN CATHEDRALS”
By Marie Ballarini
In France, museums are mainly public and almost all depend on state subsidies (private museums included). Faced with the stagnation of the latter, or even their substantial decline, many museums are turning to new sources of income in an effort to self-finance. At the request of their guardianship, it is becoming more and more common for museums to have to include in their funding projects a more or less significant share of self-funding, whatever the tool or tools chosen. Continue reading “FRENCH MUSEUMS AND CROWDFUNDING : EVOLUTIONS AND OUTCOMES”
By The Editorial Board
The international symposium organised by LabEx ICCA on the topic of “Cultural Policies. What’s new?” took place 30 – 31 January 2020 in Paris. Organised in 3 blocks, with 3 inspiring keynotes, 8 sessions, 39 authors, and over 70 discussants engaged in an stimulating exchange around cultural economics, cultural policy, and the future of arts, culture, and the creative industries. Continue reading “ICCA 2020: CULTURAL POLICY, WHAT’S NEW?”
By Anna Kukla-Gryz, Katarzyna Zagórska and Peter Szewczyk
Managers of cultural institutions, looking for a way to make your institution more accessible, while still remaining profitable? Consider a “pay what you want” admission policy! Our research on PWYW for cultural goods has shown us clear ways the payment scheme could be best implemented. Continue reading “PAY-WHAT-YOU-WANT IN CULTURAL INSTITUTIONS: TOP MANAGERIAL TIPS”
By Luigi Di Gaetano and Isidoro Mazza
Economic downturns and policy reversals have caused a shortage of public and private funding for many museums. Museums in dire straits have therefore considered deaccessioning part of their collection. The question whether deaccessions could be a viable, although exceptional, option continues to ignite a lively debate and a fierce opposition by museum associations around the world fearing that deaccessioning would send a bad signal to donors. The study investigates this hypothesis using a game theory approach.
By David Yermack
In the article, we study “donor governance”, which occurs when contributors to nonprofit firms place restrictions on their gifts to limit the discretion of managers. In a study of US art museums, we find that when donor restrictions are strong, museums shift their cost structures away from administration and toward program services. Restricted donations also appear to stabilize nonprofits, but reduce management flexibility.