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La nouvelle identité organisationnelle des musées.. Le cas du Louvre

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  • Anne Gombault

Abstract

The introduction of a managerial and commercial logic in the art galleries has deeply altered their organization identity. Asurvey carried out in the Louvre Museum during the achievement of the « Great Louvre » has enabled an analysis of the crisis of the values and of the identity encountered by this organization. It shows how this crisis has been overtaken by the actors who have built progressively a culture which reconciles art and management. The Museum as an institution has entered permanently into an organization based logic.

Suggested Citation

  • Anne Gombault, 2003. "La nouvelle identité organisationnelle des musées.. Le cas du Louvre," Revue française de gestion, Lavoisier, vol. 142(1), pages 189-203.
    • Handle: RePEc:cai:rfglav:rfg_142_0189
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    Cited by:

    1. Corentin Curchod & Jérémy Morales & Damien Talbot, 2015. "Des organisations sous pression. Quand la légitimité, l’identité et le sensemaking sont menacés," Revue française de gestion, Lavoisier, vol. 0(3), pages 11-21.
    2. Emmanuel Coblence & Valérie Sabatier, 2014. "Articulating Growth and Cultural Innovation in Art Museums : The Louvre's Business Model Revision," Post-Print hal-01346974, HAL.

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