Category: Cultural Management

DONOR GOVERNANCE AND FINANCIAL MANAGEMENT IN PROMINENT US ART MUSEUMS

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.

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CAN TWO HEADS LEAD? THE ART VERSUS THE COMMERCE ORIENTED MANAGER IN FILM PROJECTS

By Joris Ebbers and Nachoem Wijnberg

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Film projects have a dual-leadership structure, based on a division of tasks between the director and the producer, with the former predominantly responsible for the artistic and the latter for the commercial aspects of the film. The 1st Assistant Director (1st AD), who is positioned hierarchically below and between these dual leaders, plays an important role in managing conflicts between art and commerce.

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FOR MUSEUMS, WITH RAIN COME CROWDS?

By Harold E. Cuffe

Weather is regarded as an important determinant of leisure choices, yet little attention has been paid to the ways that weather affects museum attendance. I find that rainfall generally increases attendance at a large national museum, on average. However, closer scrutiny of the data shows that weather can possess both encouraging and discouraging effects on attendance, depending upon the timing and persistence of the rain.

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THE PRINCESS OF ASTURIAS FOUNDATION OR HOW A NON-PROFIT INSTITUTION CAN BE EFFICIENT

By Víctor Fernández-Blanco and Ana Rodríguez-Álvarez

Competition and the internal logic of markets induce cultural firms and institutions to be efficient when market oriented. But, what happens in the case of non-profit organizations? They are beyond the market and their internal logic does not guarantee economic efficiency. In our article we explore the technical and allocative efficiency of The Princess of Asturias Foundation and confirm its good performance over the years.

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FROM SNOBBY TO SUSTAINABLE: MOVING MUSEUM FUNDRAISING FROM SELECT ELITIST CONTRIBUTIONS TO DIVERSE COMMUNITY PARTICIPATION

By Yuha Jung

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With public funding for the arts decreasing, fundraising is becoming more vital—especially for museums where contributions comprise most of their revenue. However, traditional fundraising models, relying heavily on wealthy, white, well-educated donors, is less effective, excluding many perspectives and people. Museums need more inclusive fundraising to continue to thrive. Continue reading “FROM SNOBBY TO SUSTAINABLE: MOVING MUSEUM FUNDRAISING FROM SELECT ELITIST CONTRIBUTIONS TO DIVERSE COMMUNITY PARTICIPATION” →

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PERFORMANCE EVALUATION IN THE ARTS? NO TECHNIQUE CAN SUBSTITUTE A SUBSTANTIVE DISCUSSION OF THE MEANING OF ARTS, CULTURE AND HERITAGE FOR INDIVIDUALS, ORGANIZATIONS AND SOCIETY

By Francesco Chiaravalloti

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A systematic literature review of contributions to the arts and cultural sector which have appeared in accounting journals shows that the evaluation of the artistic performance of publicly funded arts organizations is not a purely procedural and technical issues relating to the production of better performance information, but it is above all a substantive and political one relating to the nature of the arts and the function of publicly funded arts organizations in individual communities and in society in general. Continue reading “PERFORMANCE EVALUATION IN THE ARTS? NO TECHNIQUE CAN SUBSTITUTE A SUBSTANTIVE DISCUSSION OF THE MEANING OF ARTS, CULTURE AND HERITAGE FOR INDIVIDUALS, ORGANIZATIONS AND SOCIETY” →

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