Identity, belonging and cultural diversity in Australian museums.

Karen studied the ways that objects have mediated relationships between people from culturally diverse backgrounds in Australian history and society. She focused on the ways museums, through their collection and display of particular objects, have played a role in supporting processes of inclusion and exclusion in Australian society over time.

Re-imagining the museum: beyond the mausoleum

Through a range of case- studies, including studies from the UK, North America and Australia, this book moves away from the idea that museums are always "conservative" to suggest they have a long history of engaging with popular culture and addressing a variety of audiences. Andrea Whitcomb argues that museums are key mediators between high and popular culture and between government, media practitioners, cultural policy-makers and museums professionals. The book also analyses links between museums and the media, looks at the role of museums in cities and discusses the effects on museums of cultural policies.

How style came to matter : do we need to move beyond the politics of representation?

In response to the increasing difficulties facing museums that attempt to work within a pluralist framework as a strategy for representing cultural diversity, this essay argues for the need to move beyond a characterisation of museum work as either progressive or conservative, pluralist or consensual. Central to my arguments is an attempt to extend our understanding of possible narrative structures in museums by focusing on questions of style as much as of content. I do this by looking back at two case studies in which questions around the political intent of narrative structures were determined as much by the form of the exhibition as by its content. This focus enables are cognition that fragmentary narrative styles are not by definition associated with alack of strong narratives. Quite the contrary. An alternative approach to exhibition making might therefore lie in an approach that moves away from eclecticism but does so not by returning to progressive, chronological narratives but by privileging an understanding of 'shared experience'. I attempt to open up what I mean by this term towards the end of the essay.

Is creativity a matter for cultural leaders?

A climate of change in the arts in the 1990s, including a growing recognition of the need for creative management, has raised the issue of how not-for-profit art museum directors use creativity in their managerial role. Traditionally, the prime function of art museums has been to gather, preserve and study objects. The perception of directors as keepers of collections and creativity as residing in the object has evolved. Creativity is increasingly seen as residing in the managers of organizations. A survey of Australian and New Zealand art museum directors revealed six strategic responses to change, indicating the extent to which they used creativity in their leadership role: economic emphasis, market orientation, audience development, collaboration, accessibility and community relations. The question this paper poses is whether the change in the director's role has overturned the traditional view of creativity as focused on the art work rather than on management initiatives. The proposed answer is that it has been not so much overturned as extended: directors now balance the development and preservation of creative art works with creative management of the art museum as a market-facing organization.

Museum and performing arts marketing: the age of discovery

Trends in museum and performing arts marketing from 1975 to 1994 were analyzed and suggested that a third period was emerging; the data in this article confirm that claim. Among the latest arts marketing articles, there is a significantly greater focus on marketing strategy than on the other two categories--marketing as culture and marketing as tactics.

Ethical behaviour: the means for creating and maintaining better reputations in arts organisations

Arts organisations, unsure of the level of continued government funding available and confronted with the need ever to improve, are seeking new ideas upon which they can focus. At a time when leadership and governance in arts organisations have changed in line with cultural expectations, how is their ethical stance assessed? How does their ethical stance impact on reputation? The challenge to build a good reputation starts at the top of the organisation; however, traditionally, one type of arts organisation, art museums, has focused on the activities level. In an age of globalisation, economic restructuring and technological change, museums therefore may be seen as a contradiction. Traditionally seen as temples for the muses, today’s museums are being challenged to be ethical for society and to build their reputation. As a solution, proposes a cooperative model of cultural organisational ethics that attempts to provide a framework by which arts organisations can put in place ethical artefacts that enhance organisational reputation, rather than detract from it.

Consumer satisfaction and post-purchase intentions: an exploratory study of museum visitors

This paper examines the relationship between consumer satisfaction and subsequent intentions in the museum context, as well as the moderating influence of demographic characteristics such as gender, age and education in that relationship. The relationship between satisfaction and a range of service elements, overall satisfaction with the experience and intentions was investigated. Museum marketers can profit by examining the "value chain" of museum experience outlined in the model presented, especially the greater likelihood of consumers recommending the experience to others than making a repeat visit themselves, and by investigating segment differences beyond those reported here.

Four by two theory of non-profit museum governance

As plainly illustrated by the collapse of Enron in the US and HIH in Australia, the world of organisational governance is complicated. In response to ongoing trustee tensions, legislative reforms have been adapted to encourage organisational performance. However, limited theoretical foundation exists regarding how trustee dynamics are forced to adjust within non-profit museums. The trustee’s world requires insights from different mindsets to be synthesised into a whole. The purpose of this article is to examine the research conducted on governance and apply it to the non-profit museum. The article contends that most research on governance has been conducted in the for-profit arena, with little robust empirical research having been conducted on non-profit governance. It identifies concerns with the thrust of articles published as they restrict new theory development. The article provides a four by two theory of non-profit museum governance, that is characterised by close interaction with the research published and application to the non-profit museum. It concludes by demonstrating the increased performance opportunity of a model to the non-profit museum seeking to be accountable in an increasingly complex and demanding environment.

Entrepreneurship, marketing and leadership in non-profit performing arts organisations

This paper argues that the entrepreneurial leader in non-profit PAOs has received too little attention in literature pertaining to these organisations. This criticism also applies to museums. The paper explores how leaders in non-profit performing arts organisations balance the interests of the various funding sources and market opportunities to service their revenue requirements. It reviews a tension in non-profit performing arts organisations: the relationship between limited funding and the subsequent need to act entrepreneurially and innovatively among the various funding sources. Using longitudinal analysis of annual reports, the paper uncovers interplay essential to entrepreneurship. Hence, strategies and tensions are highlighted that non-profit leaders have used. Comparisons are made with non-profit art museums which previous research has shown have the same funding tensions.

UNESCO and cultural heritage practice in Australia in the 1950s: The international touring exhibition Australian Aboriginal Culture, 1948-55

This article investigates aspects of the production, dissemination and consumption of UNESCO’s first international touring exhibition, Australian Aboriginal Culture, in order to explore the relationship between UNESCO and Australia in the development of a key cultural heritage program. It argues that the exhibition indicates a national and international spirit of universalism that attempted to address crosscultural ignorance in a period of post-war optimism.

Ethical behaviour: the foundation stone for entrepreneurial activity in arts organisations

Entrepreneurship is being touted as the way forward for arts organisations unsure of the level of continued government funding available and confronted with the need to ever improve. At a time when leadership and governance in cultural organisations have changed in line with cultural expectations, how is their ethical stance assessed? In an age of globalisation, economic restructuring and technological change, museums are sometimes seen to be something of a contradiction. Traditionally seen as temples for the muses, today's museums are being challenged to be ethical for society. As a solution, this paper proposes a Cooperative Model of Cultural Organisational Ethics that attempts to provide a framework by which arts organisations can put in place ethical artefacts that enhance organisational performance, rather than detract from it.

Entrepreneurship in the markets of nonprofit performing arts organisations

This paper explores how managers in nonprofit performing arts organizations balance the interests of the various funding sources and market opportunities to service their revenue requirements. It reviews a tension in nonprofit performing arts organizations: the relationship between limited funding and the subsequent need to act entrepreneurially and innovatively amongst the various funding sources. Using a longitudinal analysis of annual reports in six major nonprofit performing arts organisations in Australia since 1975, the paper uncovers some of the interplay essential to entrepreneurship. From this discussion, different strategies and tensions are highlighted that nonprofit general managers have used. Comparisons are made with nonprofit art museums which previous research has shown have the same funding tensions.