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Comparative research into the museum governance systems of national museums in the UK and Taiwan
... Plusieurs définitions de la gouvernance muséale ont été proposées. Selon Shin-Chieh Tzeng, il s'agit du processus de décision et de réalisation de la politique muséale, afin de donner une direction aux musées et de contrôler la performance (Tzeng, 2009). La gouvernance est également définie comme le système qui permet d'assurer au musée une soutenabilité à long terme grâce à une gestion collective des affaires du musée, une gestion juste des besoins du public et des intérêts des parties prenantes (Babbidge, 2013). ...
... La gouvernance est également définie comme le système qui permet d'assurer au musée une soutenabilité à long terme grâce à une gestion collective des affaires du musée, une gestion juste des besoins du public et des intérêts des parties prenantes (Babbidge, 2013). Shin-Chieh Tzeng propose un modèle dans lequel il identifie les cinq facteurs qui influenent le processus de la gouvernance muséale (Tzeng, 2009 (Lord et Markert, 2007). Ces modèles vont audelà de la nature du musée (public, privé, national, municipal…) pour s'intéresser à la structure de financement, à la provenance de la valeur ajoutée et au système organisationnel interne de l'institution. ...
... La gouvernance des musées est étudiée dans diverses disciplines comme les sciences de gestion, les sciences économiques ou encore la muséologie. Dans le cadre de sa thèse de doctorat en histoire de l'art, Shin-Chieh Tzeng a identifié de grandes thématiques qui résument l'état de l'art de la recherche sur la gouvernance des musées (Tzeng, 2009) : ...
L'internationalisation des musées est une tendance illustrant les stratégies de développement des activités ces institutions hors du marché national d'origine. Comment peut-on définir ce phénomène ? Une analyse des correspondances multiples d'une base de données, créée à partir d'une enquête réalisée dans le cadre de cette recherche, fait apparaître une typologie des musées : les «élites», les «entrepreneurs innovateurs», les «entrepreneurs conservateurs» et les «artisans». Les acteurs ont deux stratégies d'internationalisation complémentaires : la stratégie de rentabilité économique et la stratégie patrimoniale. Par ailleurs, les musées voient leurs modèles d'affaire et de gouvernance évoluer. Les modèles historiques (le modèle dépendant, le modèle affranchi, le modèle mixte) semblent être remis en cause par une baisse historique des subventions publiques, une incertitude quant aux donations privées et des ressources en billetterie qui n'augmentent pas. L'internationalisation des pratiques a un impact sur ces modèles et permet de les faire évoluer. Enfin, les caractéristiques et les pratiques des musées à l'international sont illustrées par deux études de cas : le Victoria & Albert Museum et le Musée des arts et métiers (Paris, France).
... Entendemos que a governança pública se encontra atrelada ao governo das unidades federativas e ao governo das instituições públicas (Lynn Jr;Heinrich, Hill, 2000;Tzeng, 2009;Pitseys, 2010, Ivanyna;Shah, 2011;TCU, 2014;Penedo, 2016;BM, 2017;Lacruz, 2017;Martins, 2020;Oliveira, 2024). ...
A governança pública chegou como grande aliada para elevar a administração e a gestão a novos patamares de eficiência, eficácia, efetividade. Todavia, a inexistência de conteúdos científicos acerca da governança pública aplicada a administração e a gestão prejudica o seu entendimento, e faz com que ela seja mal compreendida, mal implementada e mal aplicada, reduzindo ou anulando o impacto positivo que ela poderia causar. Nesse contexto, a questão a responder é como o melhor entendimento da governança pública pode contribuir para melhorar a administração e a gestão municipal. O objetivo é esclarecer aspectos importantes da governança pública aplicada a administração e a gestão municipal, e demonstrar a importância da sua implementação. A pesquisa é qualitativa, aplicada e exploratória, realizada mediante pesquisa bibliográfica e documental, e análise de conteúdo. Os resultados esclareceram pontos importantes acerca da governança pública, quanto aos fundamentos e essência, hierarquia, utilização do termo, e diferenciação entre governança e administração. Em conclusão, têm-se que uma boa governança e a excelência na gestão, dependem da vontade política do Prefeito e da Alta Administração, somada a ética e comprometimento dos gestores públicos, e que, com a implementação da governança pública, ganha o(a) prefeito(a), as instituições públicas, os cidadãos, e toda a comunidade local.
The Board of Trustees is a governance body that has been adopted internationally in the museum field. The United States has a well-developed board system and governance philosophy, which have brought guidance to China. There has been some progress in the promotion of the board governance in China over the last decade. However, few studies have focused on the role of the board in Chinese museums. This article summarizes the history of boards in Chinese museums and compares boards in China with those in the US in terms of formation and structure; power and responsibility and checks and balances; board meetings and rules of procedure; and guarantee and restraint mechanisms. This article aims to provide a Chinese perspective on the study of museum boards and to give suggestions based on the US experience to facilitate the improvement of the board system in Chinese museums.
The responsible management of cultural heritage requires the formation of a competitive tourism product, which in turn requires a high level of collaboration, the need for diversification and differentiation from other tourism sites. The application of governance mechanisms and their effect on the optimization of visitorship in the heritage tourism industry has been understudied. Although there are four models of management in museums, the needs of heritage sites invite an analysis of them, particularly in the consideration of the role of the stakeholders in shaping the product offered. Four case studies in Gran Canaria (Canary Islands, Spain) examine how the application of local governance mechanisms affects museums and interpretation centers to optimize the goals of the tourism product. For this analysis, a qualitative analysis has been carried out through direct observation and interviews, analyzing the results with CAQDAS. The study found that strategic planning linked to the territory and public-private partnerships could increase effectiveness and efficiency in the allocation of public resources, and that the application of certain governance strategies could increase the impact of stakeholder involvement in the efficacy of the site management. Future study needs are established for other institutions that manage cultural heritage.
Business Elites and Corporate Governance in France and the UK is a cross-national, comparative study of business elites and corporate governance in France and the UK, combining extensive empirical research with intensive theoretical reasoning. It looks beneath the surface at the exercise of power and authority in two national business systems, exploring key issues concerning business elites, their networks, recruitment, reward, stability and regeneration. The relationship between business elites and corporate governance is central to the manifold ways in which power is exercised in modern corporations. To better understand boards, we need to know more about the mindsets, predilections and behaviours of board members. Elite corporate networks extend beyond business into government and other realms within society. This book gets to the bottom of how and why the French and UK business systems function in different ways, drawing important conclusions with respect to the future of national business systems within the global economy.
Purpose – The collapse of some prominent corporations over the last ten years has been attributed to poor governance. Not-for-profit agencies are now examining their own governance policies and practices in an attempt to prevent the calamities that have plagued the private sector. Because heritage sites, conservation organizations and heritage-based tourism are significant factors in the social life and economies of many countries, the proper management of cultural heritage initiatives is vital. This paper seeks to undertake the development of a set of good governance principles applicable to the oversight and operation of cultural heritage institutions. Design/methodology/approach – The fifth World Parks Congress, in South Africa in 2003, encouraged the development of governance principles for protected areas based on the UNDP document Governance for Sustainable Human Development. Using these standards as a reference for the cultural heritage setting, UNESCO and ICOMOS charters and conventions, along with documents from National Trusts in specific countries are examined with regard to their relevance to good governance. Findings – A set of good governance criteria and principles including legitimacy and voice, direction, performance, accountability, and fairness, is developed. Practical implications – The paper addresses governance issues and principles relevant to non-governmental and public sector governance in the cultural heritage sector. Originality/value – The paper draws on principles of good governance from several international heritage related agencies, trusts and organizations to develop a set of principles that can be recommended for use in the cultural heritage sector.
Purpose
The aim of this paper is to investigate the corporate social responsibility (CSR) policy orientations in the Euopean Union (EU) by focusing on the specific case of the French legislation on compulsory sustainability reporting for publicly‐listed companies.
Design/methodology/approach
The approach is mostly exploratory and based on secondary literature review as well as empirical classroom work on reporting.
Findings
This exploratory paper provides findings about the relevance of the French law, thus highlighting some critical aspects of sustainability reporting practices. It also raises the broader issue of the consistency of the European CSR approach.
Research limitations/implications
This research needs to be completed by field studies on sustainability reporting practices both in France and in all EU members.
Practical implications
This paper may help firms improve their sustainability reporting practices.
Originality/value
There have been hardly any papers on the impact of the French NRE law so far. Another original feature is the issue raised about the somewhat unclear links between environmental legislation and CSR policy in the EU. The paper provides a case for regulation in CSR, showing the possible positive impacts on corporate behavior.
Organizations must think and act strategically if they are going to survive and thrive within uncertain and changing political, economic and technological contexts. The strategic level of planning is a tool to help clarify what is really important and to help individuals within organizations to identify reasonable goals rather than those that may be vague, unrealistic or impossible. The strategic plan and its subset, long-range facilities plan, should summarize a pattern of possibilities across programs, projects, policies and resource allocations.This paper describes modern management philosophies, barriers to change, then presents strategic directions and an analysis with recommendations specific to museum facility management. Future directions for museums are also presented to enable a long-term view and support to strategic plans for museums.
This paper examines whether museums in the United States are making organizational adjustments to ensure that their relationships with Native communities are long-lived, healthy, and sustainable. The results of a survey of management practices and organizational structures in American museums concerning the status of long-term relationships with Native communities are presented. We find that while museums consider long-term relationships with Native communities to be important, they are not making the structural adjustments to ensure that such relationships are secure and long-lasting. The main challenges include an absence of policy on issues of critical concern to Native communities, a lack of procedures in many museums for formalizing staff knowledge about relationships when staff leave their positions, and organizational structures that do not live up to their full potential. Finally, based on a global perspective, five specific recommendations designed to maintain museums' long-term relationships with Native communities are presented.
Santropol Roulant is an innovative nonprofit organization in Montreal focused on youth training, food security, and intergenerational community building. Since its inception, the Roulant has delivered more than 250,000 meals to isolated seniors and trained more than sixteen hundred young volunteers. Within a few short months, the Roulant will lose half its board members, five senior staff members, and its dedicated and wellliked executive director. The leadership turnover will be a highstakes test for the Roulant: Can they turn a period of vulnerability into an opportunity for growth and rejuvenation? This teaching case is intended to develop familiarity with key issues related to succession planning, transition management, and organizational change. Students will learn about managing a period of complex, high-intensity organizational change, develop an understanding of the linkages between organizational form and strategic objectives, and become familiar with the structural and substantive issues facing transition teams.
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What is Marketing? - Marketing in the Non-Profit Sector - The Marketing Plan in a Non-Profit Organisation - Marketing Research - Collecting Marketing Information - The Marketing Audit - The Marketing Mix in Non-Profit Organisations - Products and Services in Non-Profit Organisations - Price in Non-Profit Organisations - Place in Non-Profit Organisations - Promotion in Non-Profit Organisations - The Control of Marketing in Non-Profit Organisations - index
This new edition retains ints authoritative presentation of marketing theory while still maintaining an interesting and engaging writing style. Stewart Adam, Deakin University; Sara Denize, University of Western Sydney, Australia. <br /
This paper analyzes the survival of organizations in which decision agents do not bear a major share of the wealth effects of their decisions. This is what the literature on large corporations calls separation of 'ownership' and 'control.' Such separation of decision and risk bearing functions is also common to organizations like large professional partnerships, financial mutuals and nonprofits. We contend that separation of decision and risk bearing functions survives in these organizations in part because of the benefits of specialization of management and risk bearing but also because of an effective common approach to controlling the implied agency problems. In particular, the contract structures of all these organizations separate the ratification and monitoring of decisions from the initiation and implementation of the decisions.
‘Wearing has written a superb and highly provocative book that does an excellent job of introducing students to theories of corporate governance and exposing complex fact situations in a clear and well-written manner’ - The International Journal of AccountingWith in-depth analysis of nine different cases, several of which have influenced the codes and regulations of corporate behaviour in the UK and America, this book explores the relationship between governance practice and theory. Each case gives readers the scope to analyze a typical situation, its outcomes, who the main actors were and how they behaved. The book underlines that there are sometimes conflicting views as to what ‘good’ governance is. It will help students clarify their own ideas about why governance fails and what the possible solutions are. Helpful features include: - Sound and complete coverage of related theory - Chapter introductions - A concluding chapter that draws together key strands of thinking - Discussion questions This book will be of interest to higher level undergraduates and MSc/MBA students taking courses in corporate governance or related subjects.
'Corporate Governance Adrift is a challenging book ... the authors have succeeded in creating a work that is consistently fascinating and an argument that is lucid and gripping without ever compromising its intellectual weight.' - Manifest Recent corporate governance scandals have brought to the fore the inherent contradictions of a capitalism dominated by financial markets. This challenging book by Michel Aglietta and Antoine Rebérioux argues that capitalism's basic premise - that companies must be managed in the sole interest of their shareholders - is incongruent with the current environment of liquid markets, profit-hungry investors and chronic financial instability. The authors advocate rather that a company should be managed as an institution where common objectives are developed for all stakeholders, and that this democratic principle should be extended to the management of collective savings to reduce macro-financial instability. These two conditions, they contend, could make contemporary capitalism a vehicle for social progress. © The Saint-Gobain Centre for Economic Studies 2005. All rights reserved.
Looking Reality in the Eye: Museums and Social Responsibility. Robert P. Janesand Gerald T. Conaty, eds. Calgary: University of Calgary Press, 2005. 196 pp.
A brief commentary from the Museum Association of New York (MANY) on the unprecedented gap posed by baby-boomer retirement. Based, in part, on MANY's white paper, “Who's Next? Questioning the Future of Museum Leadership in New York State,” this essay deals with questions of succession, leadership and general differences in New York's museum community.
Cultural heritage institutions have been grappling with the accelerating pace of technology-driven changes in society since the 1990s. These institutions understand well the imperative to adapt and innovate. But what is innovation? Organisations often have a narrow view of innovation, focusing on new technology or product development. Innovation touches on most aspects of an organisation, including its offerings, audiences, processes and its platforms and venues. This paper explores the nature of innovation, reviewing broader business models of the nature of innovation and how organisations innovate, and how these models may be applied to a cultural institution. The paper also explores concrete examples of fostering innovation within the Canada Science and Technology Museum Corporation, including the role of integrated strategic planning, process improvement, product development and grass-roots participation. It also looks at specific mechanisms, such as an ‘Idea Bank’ (in support of idea generation), and the internal use of ‘Web 2.0’ technologies such as Wikis.
In 2002, Austria's eight national museums became responsible for their own budgets. The ministry, which still owns the objects in the museums, relinquished operational control but continues to require the museums to report a number of key figures to measure their performance. In this article, various performance measurement practices are analyzed in the museum environment context with its strong focus on expert knowledge and art. Based on 15 interviews with experts, including museum managers, curators, artists and government officials, about their experiences, conclusions on the functions and dysfunctions of performance measurement are drawn.
Laura Peers and Alison Brown in their recent book, Museums and Source Communities, suggest that collaborative relationships established between museums and source communities are contingent on three things: the nature of the source community; the political relationship between the source community and the museum; and the geographical proximity of museums to these communities (2003: 3). In this paper, I add another factor to these three: the unique culture of the individual museum. It draws on research I did on collaborative projects undertaken by the Calgary's Glenbow Museum and the Blackfoot peoples in southern Alberta and Montana, and the Royal British Columbia Museum in Victoria, BC and the Nuu-chah-nulth people of the West Coast of Vancouver Island.
These are exciting times through which to lead a museum. Public museums are being put into the hands of regional and local governments or privatized, and most museums are being called upon to increase their earned income and private support. Museum managers are becoming leaders. Looking outward, they can learn from business models to position their institutions strategically as destinations for cultural tourism, as sites of urban revitalization, as places for learning in the information age, as engines of economic development with the potential to facilitate growth of the experience economy and contribute to a creative economy in which inventiveness and meaning making rather than information define a new conceptual age. Museums are also embedded in the network of shared interests and values that make up what has been called the social capital of a civil society. Museum leaders clarify the purpose and public value of their institutions. They plan strategically, guided by a vision for what their institutions can become. They build capability necessary to carry out the purpose of their museums by securing the support of external stakeholders with an interest in their institutions; by hiring and retaining effective staff, supporting their professional development, and modeling such core values as respect, teamwork and accountability, appropriate to the culture in which they work; and by being effective advocates. Museum leaders, other staff and supporters engage in a cycle of planning, action, evaluation, and reflection that enables them to learn and adapt in a changing environment. Leaders do not work alone. They put people first.
Purpose
The purpose of this research paper is to explore the proposition that diversifying the board in terms of gender, ethnicity or skill base may require consideration of the specific strategic environment of the organisation. The proposition arises from the question as to whether or not greater diversity in board configuration is desirable in certain circumstances and considers the group dynamics, skill mix and capabilities that are required by boards under different conditions of change and strategic complexity.
Design/methodology/approach
The study examines the financial performance of New Zealand publicly listed companies over a five‐year period and focuses on changes in board composition, strategic activity and implications for corporate performance.
Findings
The study finds limited support for the idea that board configuration, strategic context and corporate decision quality may be linked.
Originality/value
This paper will be of particular value to those involved in the appointment of directors within the private and public sectors. In particular, it focuses discussion on the strategic environment faced by the organisation and the relevance of a range of potential selection criteria when appointing new directors. It is also of interest to researchers evaluating the value of social capital and gender equity in contemporary organisations as, based on empirical reseach, it challenges conventional thinking. By implication, the paper also questions whether or not boards are actually able to influence key outcomes in the manner expected by legislators.
accountability, the monitoring of performance and incentives for good performance; separation of strategy from delivery, and a focus on management rather than policy; an inclination to introduce market mechanisms for delivery, including competition and contracting-out; responsiveness to customer preferences; and disaggregation of large bureaucratic structures, but with autonomy having to be earned within a framework of strong central control.
The 4th and completely rewritten edition of this textbook for MBA, public policy, and other graduate students offers a guide to the key concepts of corporate governance, with special emphasis on the roles of the shareholders, executives, and board of directors. It includes exercises and student questions, analysis of the latest examples of corporate failure and controversy, and the lively "cases in point" which have characterized previous editions. It features 16 extensive case studies of corporations in crisis, including General Motors, American Express, Time Warner, IBM, and Premier Oil, with online and in depth case studies of Enron and the Richard Grasso compensation controversy at the New York Stock Exchange. It also includes an Appendix with an overview of CG Guidelines and Codes of Best Practice in Emerging Markets
Purpose
This study of audit committee effectiveness, performed in the period immediately preceding the Enron collapse, seeks to determine whether audit committees were beginning to accept more responsibility for corporate governance before such behavior became mandatory.
Design/methodology/approach
The period studied was approximately two years prior to the Sarbanes‐Oxley Act of 2002 and roughly one year after the Blue Ribbon Committee published its recommendations on audit committee effectiveness. The efforts of 296 audit committees to improve their effectiveness as reported by Chief Audit Executives (CAEs) to the Global Audit Information Network (GAIN) database maintained by the Institute of Internal Auditors (IIA) were investigated.
Findings
It was found that audit committees' responsiveness to each of eight effectiveness steps was surprisingly high. For instance, almost all (w99.6 percent) audit committees meet with CAEs. It is recommended that audit committees focus more on big picture/strategic concerns in their discussions with CAEs.
Research limitations/implications
The study's chief limitation is that only companies with internal audit functions were studied and thus the results cannot be generalized to companies without internal audit functions.
Originality/value
This study was the first to utilize the GAIN database and provides specifics about 15 different topics that CAEs might bring to audit committees for discussion. Topics of communication more often focused on specifics such as “significant audit findings” (95.9 percent) and less often dealt with big picture/strategic concerns such as “overall corporate control environment” (68.9 percent).
Museums, like many other nonprofit organizations, have recently been driven by the market economic model adopted by most developed Western countries. Financial efficiency has been pursued through restructuring and outsourcing. Museum executives are urged to be entrepreneurial but boards attend to oversight rather than support. High performing enterprises, including effective museums, are characterized by a focus on the long term, unique value and cohesive leadership which builds supportive but challenging relationships within the enterprise. A revised agenda for museum boards and executive leadership is developed which addresses long term trends in significant issues such as learning and information technology as well as public policy in relevant areas of scholarship.
In 1990, Glenbow began returning sacred objects to various First Nations. As the process developed, we came to understand that First Nations people consider these to be living and to be vital for maintaining balanced relationships with the non-human world. The effects that these objects have had on a variety of other relationships (Native/ museum; museum/museum; Native/Native) suggests that the items become important for everyone who handles, possesses and cares for them. This paper explores the dimensions of these relationships.
This article reports on a case study of a failed new entrant Sydney museum that entered the museum market in 1991 and exited in 1997. In tracking the trajectory of the new entrant museum, and the relationship between managers and stakeholders, factors can be isolated that enhance or erode value creation, capture and exchange. The study suggests that the framework of value creation, capture and exchange can be established as a template for assessing stakeholder relationships in the case of new entry. This particular case also highlights the conflicts and complexities inherent in repositioning government dependent, public good institutions to more market driven enterprises.
This study explores underlying assumptions about board development practices in nonprofit governance. Specifically, a model was developed to determine if using recommended recruitment, board member orientation, and evaluation practices resulted in more competent board members and if the presence of these board members led to better board performance. The sample consisted of 1,051 survey responses from CEOs and board chairs representing 713 credit unions. As member-benefit nonprofit organizations, credit unions rely almost exclusively on voluntary board members in an oversight capacity. Results support the contention that board development practices lead to more capable board members, and the presence of these board members tends to explain board performance. The study advances the understanding of nonprofit board development practices by further defining the concept and proposing an empirically tested assessment strategy. Furthermore, the findings support using specific recruitment practices that should strengthen nonprofit boards.
This article uses longitudinal data to explore the antecedents of survival among local voluntary associations. The literature distinguishes between deterministic and voluntaristic accounts of organizational survival. In a deterministic perspective, external selection processes determine whether organizations persevere. In a voluntaristic approach, strategic choices and organizational design are paramount. The analyses show that both perspectives have explanatory power. When it comes to avoiding organizational death, organizations can influence their destiny substantially by being extroverted, selecting a diverse and qualified board, and establishing ties to higher organizational levels.
Although a considerable body of research on strategic planning, organizational decision making, and organizational change has emphasized the importance of participation by key stakeholders for the successful management of organizational change, few empirical studies have produced in-depth understanding of the differing perspectives of stakeholder groups according to their level of involvement in decisions about major change. This case study examines the differing perspectives and perceptions of stakeholders leading into and during the merger of two nonprofit arts organizations. It refines and enriches existing empirical research on the effects of participation on the implementation of change.