International Technology Cluster “Art&Science&Technology”
Founded by Catherine the Great in 1764, the State Hermitage Museum in Russia is one of the largest and best-known museums in the world. With 3 million objects displayed in six buildings along the Neva River, the Hermitage Museum occupies an important position alongside such leading museums as the Louvre, British Museum and Metropolitan Museum. The cases study looks at the International Hermitage Friends Club as a successful global Public Relation (PR) strategy that allows the museum to expand its audiences and constituencies far beyond the Russian borders.
The creative and cultural industries are a dynamic and rapidly expanding field of enterprise. Yet all too often the dominant narrative about arts organisations is one of crisis, collapse, and closure. This edited collection seeks to challenge that narrative through pursuing a focus on organisational success in the management of creative and cultural organisations.
This book offers a robust and in-depth analysis of nine international case studies exploring how different organisations have achieved their objectives through effectively managing their resources. Spanning a broad cross section of the cultural sector including Theatres; Multi-Arts Venues; Performing Arts Companies; Museums and Galleries; and Festivals and Events, these cases highlight the importance of examining an individual organisation’s success in relation to its environmental context, revealing not only how arts organisations work in practice, but also providing inspiration and encouragement for those wishing to emulate such success.
With an explicit focus on examining theory in practice, this unique collection will be of great interest to students, academics, and practitioners alike. While traditional approaches have often been overly theoretical, this pragmatic approach will help students to gain a richer understanding of how to manage cultural and creative organisations more effectively.
While much has been written already about the Bilbao effect in terms of economic impacts,11 there is no dedicated research yet that would explain why the Guggenheim Bilbao phenomenon came into existence and what external forces and consequences directly contributed to its development. Moreover, it is even more fascinating to find out how this successful economic experiment influenced the Guggenheim’s further development. Did the Bilbao effect have an essential impact on the Guggenheim’s global growth? If so, how exactly did this phenomenon aid the museum to pursue its mission on the global scale? Applying a systems thinking approach, this chapter looks at the Guggenheim Foundation as an open system that continuously interacts with the external environment and constantly “adjusts to a new equilibrium if a change occurs in the way the parts are arranged” within a larger context.12 Understanding global economic reality as external environment in which museums operate, the chapter looks at the Guggenheim as a complex system within a larger economic reality, going far beyond the US context. It explores how stepping outside the local borders by developing a franchising network across different countries expanded the Guggenheim’s opportunities and brought fundraising practices to a new global level. The chapter analyses the Guggenheim example to demonstrate that staying attuned to global economic changes, or in other words, adequately adjusting the museum’s system to changes in a larger environment, has a profound impact upon institutional development. The Guggenheim case illustrates how a strategic reconfiguration of fundraising approaches in the twenty-first century can help large and internationally known museums to tap into resources available for them in the global context.
The practice of art management is analyzed on the basis of the structure of the business model of A.Osterwalder and Y. Pigneur. The aspects of management are more or less mastered by the management organizations of the sphere of culture and art. It is suggested that for “product-oriented” art institutions, for successful presence in the market, it is necessary to transform the technologies of interaction with consumers and partners, while preserving the specifics of the cultural product itself.