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Four by Two Theory of Non-profit Museum Governance

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Abstract

This article analyses the museum literature to assess the approaches taken to governance research. It provides a framework for effective museum governance.
Deakin Research Online
This is the published version:
Rentschler, Ruth 2004, Four by two theory of non-profit museum governance, Museological
review, no. 11, pp. 30-41.
Available from Deakin Research Online:
http://hdl.handle.net/10536/DRO/DU:30002798
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Copyright : 2004, University of Leicester, Department of Museum Studies
Chapter
The literature in nonprofit management can help sharpen museum visitors’ understanding of issues around governance, specifically by reconciling management practices with participation and inclusion. Participation in the art museum is a complex issue that includes community involvement in educational programs, content creation, and artistic practices. In this chapter, we argue that participation needs to also include the involvement of the public in the decision-making process of the institution. We develop our argument by providing an overview of how the literature has articulated the connection between museums and participation, describing how museums have been impacted by managerialization and explaining the role of nonprofit governance. We highlight how the literature in nonprofit management has presented strategies to broaden participation by aiming at a more inclusive governance. Recent advances in board recruitment, board training, board retention, and programming may reshape the relationships among the museum staff, board, and community, including traditionally underserved groups. The explanation of these changes is a way to show visitors how they can interact with the museum and become active agents of its mission.
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Jennifer Radbourne coordinates the arts management program at the Queensland University of Technology. Jennifer is a published author, and researches and teaches arts management, arts marketing and business development in the creative industries. She consults to the arts and cultural sector and has been a director of State, national and international arts boards for over 25 years. From 2003-2005 Jennifer lived and worked in Hong Kong as Director of the QUT business program, at the same time broadening her arts management research to include an Asian perspective. Abstract Corporate failures and fraud have turned attention to company governance. While much of the literature is on for-profit governance, there is a steadily increasing non-profit literature arguing for industry specific governance studies, such as this one. Researching arts organisation governance in Asia, where profitability or sustainability are not the only measures for performance, provides a better understanding of theses cultures and economies. Here, a comparative review of arts governance is undertaken in order to inform debate in a discipline and in countries less frequently included in analysis. The Hong Kong Special Administrative Region (SAR) and Singapore are included in this brief review of Asian governance. What constitutes good governance and the unique cultural variables in each region are considered.
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